Dark tourism is a form of tourism where tourists visit sites that are only related to death and tragedy. For example, tourists may be willing to travel in Rwanda in order to witness what happened during the Rwanda genocide. In most cases, tourists who love dark tourism visit sites where violence, tragedy and deaths have occurred. However, the main reason why they travel to these sites is related to the historical value of the suffering of humanity. Although this is the case, dark tourism is known to affect the supply side and the demand side of the tourism industry.
In the first place, it is believed that tourists who love dark tourism often get haunted with the happenings of such places. It is believed that such people get affected emotionally and psychologically because of these tragedies. For example, tourists who visited America after the 9/11 bombing and hurricane Katrina were emotionally disturbed with what had happened. This has received various outcries from different people who argue that the supply side benefit from the suffering of these tourists. Because of this, dark tourism is under criticism from various organizations and various critics (Lennon & Foley, 2000).
In some cases, the tourists who visit dark tourist sites may be influenced by other reasons apart from tourism. For example, this form of tourism is associated with exploitation where entrepreneurs like the news media gain from the reports obtained from the dark tourists. In addition, some may go to such places just to make money through reporting other people’s sufferings instead of helping them. There are also other entrepreneurial activities that are known to be related to this form of tourism at the expense of the society that is suffering because of the loss of their loved ones. Therefore, it is not ethical when tourists go to visit dark sites in the name of tourism, but gain from a society that needs help. In most cases, such individuals rarely come back to help the needy after their visits.
For the local community that has suffered from such happenings, it is believed that tourists only come to add to their grievances when such people should be comforted. It is argued that tourists who have these habits should be more concerned with helping the society with financial and moral support instead of going to disturb them during their trying times. The best example is when tourists visit countries that have just witnessed conflicts, which has left many dead. In such cases, tourists may get in the way of their effort to heal from the happening (Korstanje, 2011).
However, there are other arguments stating that dark tourism can be helpful if it is well coordinated between the society and the tourists. A good example is slum tourism that is witnessed in Mumbai where coordinated efforts are known to help both the tourists and the locals. Profits gained from this tourism are used for the society gain where suffering is reduced. In addition to this, when dark tourism is for religious reason, the tourists can help the locals spiritually by strengthening their faith and helping them to cope with the sad situations.
In conclusion, dark tourism is a form of tourism where tourists like to travel sites that are related to death, tragedy or loss. Dark tourism affects both the tourists and the society in various ways. However, this can be avoided if there is coordinated cooperation between the tourists and the suppliers.
References
Korstanje, M 2011. ‘Detaching the elementary forms of Dark Tourism’. Anatoli International. Journal of Tourism and Hospitality Research. Vol. 22, no. 3, pp. 424-427.
Lennon, J. J., & Foley, M 2000. Dark tourism. Continuum, London.
This critique examines the argument that Pruitt and LaFont (1995) develops about sex tourism in Jamaica, where European and American female tourism travels to Jamaica for romantic affairs with Jamaican men.
The authors start by elaborating on a gap in the existing knowledge. In particular, the note that the existing studies focus mainly on male sex tourism in which male tourists engage local women in sexual, emotional, and romantic affairs (Gorry, 2003). In this case, the previous studies fail to consider the increasing evidence of women’s involvement in sex and romantic tourism.
The authors highlight two major aspects that have contributed to the rising cases of female sex tourism. According to the article, women’s identities in Europe and North America are being transformed “beyond the confines of the traditional gender scripts within their cultures” (Pruitt & LaFont, 1995). The media and public perceptions of women having more powers have increased significantly in Europe and America, which makes women develop the need to exercise the freedom conferred to them by the new identities and economic abilities.
On the other hand, the local Jamaican men associate themselves with foreign tourists, breaking the culture and normative authorities of their societies (Pruitt & LaFont, 1995). They obtain the freedom to explore new gender roles while also pursuing economic gains from the new kind of freedom in society (Clift & Carter, 2007).
Secondly, the authors attempt to construct the concept of “romance tourism” in order to differentiate it from the traditional concept of sex tourism (Pruitt & LaFont, 1995). In this case, the authors argue that gender roles have been reversed. European and American women travel in pursuit of sexual and emotional satisfaction. In the traditional concept of sex tourism, American and European men travel to look for foreign women, especially in the developing world (Pruitt & LaFont, 1995).
To construct this concept, the authors highlight the studies they conducted in Jamaica between 1989 and 1992, attempting to bring forward the new form of sex tourism involving foreign women and local men in the country. According to the authors, their study was based on ethnographic interviews with 18 informants (Pruitt & LaFont, 1995). The study drew information from the researchers’ experience as foreign women in the country.
The findings of the study and the experience of the researchers indicated that a common phenomenon in the local tourism facilities includes foreign women, mainly from North America and Europe, traveling with local men (Herold, Garcia & DeMoya, 2009). They state that foreign women tend to “be on arms of the local men”.
In the second part of the article, the authors explain the concept of romance tourism. In this case, the issues of transforming identities of women and their economic prowess in the recent past have been highlighted. These are the main factors contributing to their desire to travel in search of romance in foreign countries. An important part of romance tourism is the “touring romance,” a concept that the authors use to elaborate on the main issue of romance tourism (Pruitt & LaFont, 1995). The authors state that foreign women are seen as coming to Jamaica for vacation. On the other hand, foreign women come to Jamaica not only for vocation but also to experience freedom.
The authors argue that local men believe that foreign women are tender, emotional, and sexually driven than Jamaican women. In addition, they believe that foreign women are able to satisfy their sexual needs because local women reject males who are seen as “sex objects” of foreigners.
The authors also describe the need for money exemplified by males who seek to make intimate relationships with foreign tourists. Men pursue foreign women to make money while also meeting women’s sexual needs (De Albuquerque, 2004).
The ideology of the Rastafarian movement has also been highlighted. The authors state the media in Europe and American describe all Jamaican men as members of the movement. Women in Europe and American develop a desire to experience romantic relationships with local men (Clift & Carter, 2007).
The authors also state that beyond romance, both parties expect to gain something. Local men expect to establish long-term relationships with foreign women, some even seeking to go abroad (Clift & Carter, 2007). On the other hand, some foreign women expect to come back to the country in the future and experience romance with their local males.
The overall strength of this argument is that it is based on an empirical study and a strong experience of the authors. Noteworthy, the authors were foreign tourists in Jamaican before and during the study. Secondly, it attempts to explain a relatively new phenomenon that has not received the attention of previous researchers. The article contributes to the growing body of knowledge about the increasing changes in tourism, the social system, and international affairs affecting the Jamaican society and economy.
References
Clift, S., & Carter, S. (2007). Tourism and Sex: Culture, Commerce and Coercion. London: Pinter.
De Albuquerque, K. (2004). Sex, Beach Boys and Female Tourists in the Caribbean. Sexuality & Culture. New Brunswick, N.J.: Transaction.
Gorry, A. M. (2003). Leaving Home for Romance: Tourist Women’s Adventures Abroad. Doctoral dissertation, University of California, Santa Barbara.
Herold, E., Garcia, R., & DeMoya, T. (2009). Female Tourists and Beach Boys: Romance or Sex Tourism? Annals of Tourism Research 28(4), 978–997.
Pruitt, D., & LaFont, S. (1995). For love and money: Romance tourism in Jamaica. Annals of tourism research 22(2), 422-440.
Tourism, one of the world’s largest growing sectors, is not showing any signs of slowing down. Additionally, the industry is aiding cities, and nations earn revenue through foreign exchange. Miami city is one of the cities that are trying to exploit this industry to the fullest. Miami’s wildlife, pleasant climate, beautiful sceneries, beaches, excellent hotel infrastructure, and generous people have made the city a significant tourist destination for residents and visitors. This essay briefly explains why tourists should visit Miami city.
Miami has a reputation for having the best mix of wildlife in the United States. To start with, the Miami Seaquarium is an extraordinary stop which offers an outdoor aquarium experience that cannot be found anywhere in temperate climates. This experience can only be found in areas such as the Maasai Mara in Kenya. Furthermore, the aquarium has a beautiful mix of life, similar to the tropical region. Secondly, Everglades National Park is one of the most bizarre public parks worldwide. This is because the park hosts fourteen endangered and rare species, including the Florida panther and the American crocodile. Finally, the Parrot Jungle Island, the Monkey Jungle, and Zoo Miami are some of the other spectacular places where one can have a wonderful time with the wildlife. Miami’s climate allows the city to host a large number of nature from around the world. For that reason, one should look forward to wild animals from as far as Asia, South America, and African.
Tourists should also visit Miami because of its fabulous beach attractions. Firstly, Miami’s beaches offer sightseers a chance to physical exercise or simply appreciate the sun. Moreover, there are fascinating spots that allow visitors to stay away from the tourist mob. Secondly, there are a number of resorts that surround beaches in Miami. Some of the most renowned resorts include the Cape Florida Lighthouse and the Bill Baggs Cape Florida Park. Therefore, no one should complain of boredom when night falls after a long and exciting day in Miami. Thirdly, an amazing water sport package makes athletic tourists feel at home. This package consists of some of the most interesting water sports such as parasailing, jet-skiing, and banana boat trips.
Miami also has a rich cultural heritage. A good example of Miami’s cultural attraction is the Coral Castle erected by a Latvian-born Miami occupant called Ed Leedskalnin as a monument to his girlfriend. This 100-ton coral design is worth a trip downtown. Another interesting place to visit is the Vizcaya estate built just before the 20th century. The Vizcaya estate is a European-style mansion that offers a glimpse of life just before the 20th century. The estate is also an interesting place to hold weddings, honeymoons, and parties. The Margulies Sculpture Park is also another interesting place that tourists must visit in Miami City. This park exhibits unique and priceless pieces of art. Most of these magnificent works were donated by the legendary artist known as Martin Margulies.
In conclusion, it is worth noting that Miami takes tourism as a serious source of revenue. Interestingly, the city has more than enough tourist attractions. Miami is endowed with wildlife, beach, and cultural attractions, which make it one the most interesting tourist destinations in the United States. Therefore, one cannot talk of visiting the United States without making a stop at Miami City.
Dubai will host the prestigious international exhibition World Expo in 2020. It is expected that this international event will promote the rapid development of the city economy, tourism, and hotel industry, and will further reinforce the status of Dubai as a world center of great opportunities for business. The exhibition will adhere to the following slogan: “Connecting minds, creating the future”, and will attract about 20 million visitors to the city in six months (EXPO 2020 Dubai). EXPO 2020 creates the need for the development of hotel industry in order to meet the visitors’ expectations and create the most comfortable atmosphere. This paper will focus on Dubai hotel sector as a beneficial option for investment based on EXPO 2020 peculiarities and goals as well as post-event opportunities.
Executive Summary
EXPO 2020 is an international exposition that will be provided in Dubai to present and discuss various innovative products. The hotel sector is one of the most attractive industries for the investment due to high demand, influx of visitors, and the perspective opportunities with regards to tourism. Currently, the market of the hotel property is rather stable and beneficial for both local and foreign customers, considering adequate market environment and Dubai location. More to the point, the official statistics shows that the hotel sector achieved the excellent results, and even the greater success will be reached in the future. Among the most exciting and promising hotel areas, there are Jumeirah Village, Dubai Parks and Resorts, Al Habtoor City, etc.
Body
Dubai Hotel Industry: Key Points
Over half a century ago, Dubai became one of the most profitable and promising markets for residential and commercial real estate all over the globe. Until 2002, solely the UAE citizens had the right to purchase real estate in this country. However, with the release of Dubai to the international level, foreign investors also received this opportunity. After the reconsideration of the economy, a number of laws and regulations were accepted in the sphere of real estate, and Dubai’s Real Estate Regulatory Agency was also established.
These measures were aimed at regulating the market and ensuring that only reliable building companies would be the participants of the market. The last decade has revolutionized the real estate market in Dubai, giving investors the opportunity to invest not only in residential real estate, but also in commercial, such as hotel rooms and complexes.
Speaking of the trends of the hotel industry in Dubai, it is essential to point out that the sea, the sun, the stability of politics and economy, the high standard of living, and, what is also important, the strategically advantageous geographical location of the country make it an extremely popular place for business and tourism. Considering plenty of development projects in the sphere of hotel real estate, which are already implemented or exist only on paper, one may note that according to the recent study by Jones Lang LaSalle (JLL), apartment prices rose up to 13.46 percent year-on-year, while villa prices growth composed 15 percent (“Dubai Real Estate Market Overview”).
The GDP of the emirate in 2017 also grew by four percent, which also should add confidence to investment. According to the recent estimates, the UAE tourism sector responds to 14 percent of the country’s GDP. Along with the growing interest in the region, one may note the increased density of investment in infrastructure and services. While other countries, including the United Kingdom and the United States, still have to overcome the consequences of the economic recession and financial crisis, the real estate market of Dubai and the UAE in general not only managed to fully recover, but also thrives and attracts foreign investors, thus retaining consumer confidence.
It is expected that the demand for hotels will continue to grow, and thousands of new properties will appear on the Dubai property market in the coming years. The flow of tourists continues to increase, and the hotel and tourism sectors of Dubai will need further growth to maintain the status of the city. That is why investments in hotel real estate, unlike investments in residential complexes, present one of the most attractive options for investors. There are approximately 183 hotel projects under construction in the UAE at the moment, 56 of which are expected to begin operating in 2017, and more than 58 establishments will be offered to visitors in 2018 (EXPO 2020 Dubai). On the threshold of the beginning of EXPO 2020, the pace of construction of hotels was significantly accelerated.
In an effort to increase the supply in the hotel sector, Dubai encourages the construction of an even larger number of establishments, especially those of medium size by exempting the municipality from paying taxes to those establishments that will be issued until the next year. As noted by Ziad El Chaar, the ex-Managing Director of Damac Properties, “to create a key new hub for business and investment, and complemented by world-class facilities, there will naturally be a need for hotel accommodation in the centre of this vital area of the city” (“First Ever Project in Dubai South Completed”).
With this in mind, Dubai expects to prepare more than 100 thousand hotel rooms by the end of 2020 in order to meet the demand of the expected influx of tourists during the exhibition. Currently, the emirate met 6.57 million foreign visitors, which is four percent more than the result of the previous year (EXPO 2020 Dubai).
Dubai Hotel Industry Advantages for Investment
One of the significant advantages of Dubai for investing and doing business there is the existence of a specific tax status. In terms of the tax-free environment, taxes are not levied either on the profits of corporations or on the income of individuals, making it possible to attract qualified personnel to the region. In addition, there are over 70 free zones in Dubai offering investors various benefits, including full ownership and no limits on the repatriation of profits to their homeland (“Dubai Hotel Investment Report”).
The mentioned advantages explain why so many international corporations open their offices in Dubai. The latter, in turn, increases the demand for real estate for the resettlement of employees moving to Dubai. More to the point, hotel real estate there is more affordable than in, for example, Hong Kong and Singapore, which have long attracted both local and foreign investors, seeking to reduce the tax burden on their assets.
The UAE is one of the most politically stable countries all over the globe that contributes to the steadiness of its economy and the hotel sector, in particular. The country always adheres to politics of non-interference in any international conflict. Regardless of conflicts occurring in the territories of other countries of the Middle East, the UAE is interested in peaceful and appropriate conditions for its citizens and guests that is critical for both the reputation and the overall prosperity of the country.
The official statistics prepared by the Department of Tourism and Commerce Marketing of the UAE (DTCM) illustrates that 11 629 578 guests visited the hotels of the emirate in 2014 that exceeded the similar indicator of the previous year by 8.22 percent. The total revenue of hotels in annual terms increased by 9.8 percent, rising from $ 5.93 billion in 2013 to $ 6.51 billion in 2014 (“Dubai Hotel Investment Report”). The revenues per number on an annualized basis were increased by 12 times. In addition, the UAE government decided to cancel the requirement to obtain a preliminary visa for citizens of another 13 European countries.
Thus, for citizens of 28 European countries, visa-free entry into the UAE became possible, which entailed a considerable raise in the number of hotel guests. These results clearly demonstrate the effectiveness of the activities of the government of Dubai to diversify the foreign markets of the emirate. At the same time, the largest increase in the number of tourists was noted among the representatives of the regions for whose inhabitants the UAE is only beginning to gain popularity as a tourism destination. In particular, among the mentioned regions, there are Southeast Asia (14.4 percent year-on-year increase), Far East Asia (12.9 percent increase), and Africa (increase of 10.8 percent).
The impact of the international exhibition 2020 on the hotel real estate market of Dubai can be divided into three periods: before, during, and after the event. The short-term impact (2014-2019) involving both the preparation period and the event itself imply that EXPO 2020 will provide significant benefits for the economy and real estate market of Dubai by enriching it with new projects and ensuring the influx of investors (EXPO 2020 Dubai). However, in the short-term focus, it is necessary to carefully manage the market in order to prevent rapid price increases or excessive construction. At this point, the sentiment of investors is the key factor that influences the dynamics of Dubai hotel market, triggering an increase in investors’ interest in the mentioned city.
During the international exhibition in 2020, hotel real estate will be in the highest demand. It is the sector that acts as the main locomotive for the restoration of Dubai market in the last two years, since the city has one of the highest levels of activity of this segment among all world markets (EXPO 2020 Dubai). According to the recent data, during the first ten months of 2015, the average level of hotel occupancy in Dubai constituted 82 percent compared to 86 percent in 2016. In turn, the Revenue per Available Room (RevPAR) composed 6.5 percent in 2016 (“Dubai Hotel Investment Report”).
In order to reveal the opportunities of the investment in Dubai hotel industry, it seems appropriate to point out some of the most important projects. For example, Dubai Parks and Resorts will host three theme parks and other attractions in Sheikh Zayed Road with the expected value of $ 1.03 billion. In this great resort complex, Lapita Hotel, Legoland water park created specifically for children from 2 to 12 years old and their parents, and Riverland Dubai Park will be located (EXPO 2020 Dubai). As for the theme parks, guests would visit Motiongate Dubai to review the world of cinema and Bollywood Parks.
Another exciting hotel complex to visit is Al Habtoor City – a new residential area with a lot of entertainment in the heart of the city. Located close to Dubai International Financial Center and Business Bay district, Al Habtoor City is one of the most interesting projects of the emirate as it will include the three premium-class hotels as well as luxury residential buildings with 12 penthouse-class apartments.
The area is perfect for both those who decide to live there and guests who will have the widest choice of entertainment. The permanent theatrical performance on water, which will be held in a special theater deserves a particular attention. A pier and a boulevard in the European style will complement the picture. For those who prefer villages and townhouses, it is possible to recommend visiting the rapidly expanding residential community of Jumeirah Village located just a few minutes drive from the venue of Dubai World Expo and Al Maktoum International Airport.
Post EXPO 2020 Opportunities
Perhaps, the greatest benefit from holding any major international event such as the Olympic Games or World Expo is the use of short-term factors to create advantages for the economy and infrastructure of the city in the future. In the long-term, from the point of view of the real estate market, the most significant benefits of EXPO 2020 are the acceleration of the process of implementing a number of large infrastructure projects and an additional impulse to the development of the new district of Dubai World Central located on the south of the city. The detailed ranking and targets of the UAE are represented in Table 1.
Table 1. The UAE vision 2021.
It should also be emphasized that the perspective development of Dubai infrastructure would continue attracting visitors for business and tourism, thus making the hotel industry one of the key contributors to the city’s economy. For example, one may note Al-Maktoum International Airport that is the core element of Dubai World Central and one of the largest and most ambitious projects of the so-called “aerotropolis” – the city around the airport (“Dubai Hotel Investment Report”).
In particular, the airport was opened for cargo air transportation in 2010, and passenger transportation began in October 2013. EXPO 2020 will serve as a powerful impetus for the development of the direction of passenger transportation at Al-Maktoum International Airport, which is perfectly located for the guests of the international exhibition.
According to the official report prepared by the First Group, the expansion of the underground is another important aspect of holding the international exhibition in Dubai as the intention to extend the existing red branch of Dubai leading to the Dubai World Central area (“Life After EXPO 2020”). As with other proposed infrastructure improvements, the timing of this expansion will be shifted due to the need to serve EXPO visitors in 2020.
The multimodal center of cargo transportation refers to a less widely reported infrastructure advantage of Dubai within EXPO 2020 that will be the construction for airfreight services in Jebel Ali. The proximity of the new airport to one of the world’s largest operational seaports will create a single free zone for the shipment of goods, which will be a major help for the further development of the re-export sector of the economy of Dubai.
The organization of EXPO 2020 promotes the creation of a new center for conferences and exhibitions in the area of Dubai World Central. The appearance of a specialized world class exhibition center will help to meet the growing demand for the corresponding real estate in this market (EXPO 2020 Dubai). As noted by Reem Al Hashimi, the UAE Minister of State and Board Representative of the Expo 2020 Dubai Higher Committee and Director-General of Bureau Dubai Expo 2020,
Hosting the Expo 2020 is a clear testament to Dubai’s economic excellence and solid competitive fundamentals, which comprise modern infrastructure and advanced legislative systems attracting regional and international investments, in addition to the Emirate’s safe haven status and the social harmony enjoyed by its multicultural community. (Wam)
This is a part of the overall development plan for Dubai and the UAE in general. EXPO 2020 consists of the mosaic that Dubai leaders try to put together. Reem Al Hashimi adds that this event will be preserved as heritage for many years to come since the key task of EXPO is to unite people to exchange ideas that can revolutionize the world for the better during the exhibition and after it. In this regard, the attention is paid to creating appropriate conditions for long-term benefits for both local citizens and guests, for business and tourism, for Dubai and the world.
One may note that even the pavilions of the perspective exhibition reflect its values such as mobility, new opportunities, and environmental friendliness. In other words, the venue of EXPO 2020 will remain a fully functional complex even after the end of the event in 2021 (“Life After EXPO 2020”). It is also worth mentioning that the reputational heritage, namely, that the World Expo is provided in the Middle East for the first time.
Most importantly, the so-called intangible heritage along with the economic one will manifest their effects in two aspects. Firstly, it is profit from investments in the form of human resources: in innovative economy, people are attached to the city due to business, various institutions, and groundbreaking projects (“Life After EXPO 2020”). Secondly, it is the long-term consequences of the exhibition’s influence on the millions of people who would visit EXPO 2020, be inspired by this event and the ideas that will be discussed there, and ultimately would be motivated to change the world for the better.
Conclusion
To conclude, it is essential to emphasize that the hotel industry of Dubai presents one of the most attractive markets before, during, and after EXPO 2020. As it can be observed from the advantages identified in this paper, the mentioned industry is rapidly developing to meet the visitors’ expectations, providing them with the excellent infrastructure, hotel rooms, and entertainment.
Among the key benefits to invest in the hotel industry of Dubai, there are rather attractive tax-free conditions, stable economy, high demand for the sector, a range of perspective projects, geographical location, concentration of business ideas, cultural heritage preservation, and other opportunities. More to the point, Dubai is open for both local and foreign investors and for cooperation between them. Thus, the investment in Dubai hotels will undoubtedly benefit investors, visitors, and the city both in short-term and long-term perspectives.
Understanding an employee’s job status and satisfaction level is an important area of study for academicians and managers alike. For managers, doing so helps them to identify areas where they could improve organizational processes and employee productivity. Comparatively, academicians investigate job statuses and satisfaction levels because it allows them to comprehend existing employment patterns and factors influencing employee satisfaction. This way, they contribute to policy development processes. Nonetheless, the debate on how to improve the workplace environment for the benefit of workers and managers has been characterized by broad observations, which do not specifically focus on issues that relate to workers directly or they’re unique social and cultural characteristics.
Literature Review
Past studies that have investigated employee welfare in the hospitality industry have failed to investigate context-specific factors affecting job satisfaction. However, the sector is broad and of a global nature. More importantly, it is increasingly being defined by regional and cultural-specific factors, such as the growing importance of China in the global hospitality industry as both a source and destination for foreign tourists. At the same time, varying education qualifications among employees who work in this sector have complicated people’s understanding of what makes workers and clients satisfied with their work. Consequently, current studies fail to explore existing differences in job satisfaction among graduates in the hospitality industry based on social, educational, and cultural differences.
Methodology
This study sought to fill the above research gap by investigating an employment status and job satisfaction levels among Chinese graduates in the hospitality industry. Four research questions guided the review. They sought to find out the attitudes of Chinese graduates in the hospitality industry regarding their work, how satisfied they were with their pay, whether they felt adequately recognized for their work and if they believed they had adequate opportunities for career growth. Using a mixed-methods approach, evidence was collected from 75 respondents using a structured questionnaire, which was administered, as an online survey. The respondents were recruited using the snowball sampling technique from various Chinese-based hotels. They held different positions in these organizations, including restaurant, accommodation, catering, event, fast food, hotel, and public house managers. Chefs also formed a significant percentage of the sample. Data was collected and analyzed using the SPSS (version 23) and Microsoft Excel (2010) software.
Findings
An investigation of the respondents’ employment status pointed out that most of them (33%) were chefs. Restaurant managers formed the smallest sample of respondents (3%). This study also shows that the informants generally held positive views regarding their organization’s pay structure, career development opportunities, and employee recognition programs. These sentiments also prompted them to have a generally positive attitude towards their work.
The above findings significantly differ from those of previous studies, which suggest that graduate employees in the hospitality sector are generally dissatisfied with their work. The difference in findings could be broadly attributed to cultural differences between Chinese and western graduates. At the same time, the same difference could be attributed to the fact that past research studies have mostly relied on western-based population samples of graduates to come up with their findings.
Underpinning this study is Maslow’s hierarchy of needs, which is the main conceptual framework. It contains five levels of needs that define job satisfaction levels. They include physiological, safety, love, self-esteem, and self-actualization needs. Four dimensions that influenced job satisfaction were explored in this study. They included attitudes towards work, view on pay, employee recognition programs, and opportunities for career growth. It was established that graduate employees generally had favorable views for all these variables.
All five levels of Maslow’s hierarchy of needs influenced employees’ attitudes towards work. In other words, their employers’ ability to meet the five levels of needs affected their attitudes towards work. Their positive perception of pay was also attributed to their physiological needs being met by the remuneration received for their work. The same explanation was linked with safety needs because it was conceived that the respondents’ jobs gave them health insurance and such like privileges.
Opportunities for career growth was deemed to represent esteem needs within Maslow’s hierarchy structure because the respondents perceived their work favorably by knowing that there were opportunities to further scale up the career ladder. The alternative scenario would be defined by the absence of such opportunities in the first place. Therefore, opportunities for career growth and development could be responsible for making the employees feel better appreciated for their work. Consequently, the input they made in their work processes meant something to their employers. This explanation shows why opportunities for career advancement had a positive effect on the respondents’ self-esteem. Stated differently, the informants had a positive view of their internal growth based on the recognition their employers gave them for their work. Relative to this observation, the favorable view regarding opportunities for career growth and development contributed to the high levels of job satisfaction among the employees sampled.
The positive view of the informants regarding opportunities for career growth was also linked with favorable views regarding employee recognition programs because the respondents said their managers generally appreciated their work in the hotels. Since employee recognition is not necessarily a financial issue, it fits within Maslow’s third tier of need – love, and belonging. Therefore, it was deduced that employee recognition programs made the informants feel loved and appreciated for their work.
Conclusion
Broadly, the findings of this report show that the positive views held by the respondents regarding the four variables investigated in the study could largely be attributed to the fact that they met the threshold of four levels of needs as defined by Maslow – physiological needs, safety needs, the need to be loved, and self-esteem needs. The findings of this paper add to a growing need to understand the intricacies of the Chinese tourism industry, which is growing significantly and buoyed by a bulging middle class. This way, it is easy to understand the main factors influencing job satisfaction among Chinese graduates in this industry.
Declaration of Originality
I hereby declare that this thesis has been composed by myself and has not been presented or accepted in any previous application for a degree. The work, of which this is a record, has been carried out by myself and where the work is mine, it reflects personal views and values. All sources of information have been acknowledged using references including those of the Internet. I agree that the University has the right to submit my work to the plagiarism detection sources for originality checks.
Study on Employment Status and Satisfaction of Hospitality Management Graduates in China
Introduction
Employee satisfaction levels among hospitality management graduates’ have attracted the attention of numerous researchers because they influence the career paths of those in the industry (Andorka 1996; Bonn & Forbringer 1992; Breiter 1991). Understanding employee perceptions about their work is also a process that has several implications for the current education system and the working conditions of graduates who have studied hospitality management because stakeholders may want to improve these sectors based on such information. This document presents research on the current employment status of hospitality management graduates in China. Specifically, it seeks to find out the current jobs held by hospitality graduates and the level of satisfaction they have with them. The first part of this chapter explains the background and importance of the topic. Afterward, the study objectives and hypotheses are highlighted to understand the direction of the study.
Background
From the year 2000, the hospitality industry has grown in terms of profitability and the expansion of new markets (Richardson 2008). This growth and development can be seen from an increase in the room rental rate and the prices of goods and services in the sector. According to Aggett and Busby (2011), a majority of employees in the industry work in commercial restaurants or as contract operators. A smaller number of them are employed in other organizations, such as educational institutions and hospitals. The hospitality industry contributes $577 billion in annual sales and employs more than 13.3 million workers globally (Aggett & Busby 2011). The growth and development witnessed in the sector have expanded the employment opportunities available for people. Typically, management positions are designated for employees who have graduated from universities that teach hospitality programs (Schmeizer, Costello & Blalock 1987). Based on this recruitment criterion, the industry has been plagued by a skills gap problem because most countries are unable to attract and retain skilled employees (Emenheiser, Clay & Palakurthi 1998; Ferris, Berkson & Harris 2002; Hinkin & Tracey 2000).
In Australia, Beggs, Ross, and Goodwin (2008) posit that the skills shortage in the industry accounts for the availability of about 7,000 positions. Current projections show that this number may rise to about 15,000 in the next decade (Beggs, Ross & Goodwin 2008). Relative to these numbers, it is estimated that only 45,000 join the industry (Richardson 2008). These statistics concern hoteliers who expect to tap into new and skillful talents to run their businesses (Richardson 2008). This problem has contributed to a lack of professional workers in many establishments in the industry (Andorka 1996; Bonn & Forbringer 1992; Breiter 1991; Deery & Shaw 1999; Dermady & Holloway 1998). Adding to the lack of skilled employees, Kang (2013), says that more than half of workers in the hospitality industry is looking for new jobs. Additionally, 43% of those who have gained work experience claim that they will not continue to work within the industry when they finish their studies (Richardson 2008). Here, 96% of them believe their work experience is the main reason for preferring to work elsewhere (Richardson 2008).
The above statistics show that the lack of skilled employees is a challenge to stakeholders in the hospitality sector because it negatively affects different aspects of the industry’s operations. For instance, it is associated with low wages and a young transient workforce, which has little tolerance for some of the problems affecting their work (Deery & Shaw 1999; Zahra et al. 2015). Therefore, the shortage of skilled personnel can lead to negative outcomes in the industry because their demand extensively exceeds their supply.
Based on the above views, the importance of understanding the job status and satisfaction level of hospitality management graduates cannot be understated because it is the key to addressing staffing problems in the sector. This study follows the same trail of thought by finding out an employment status and job satisfaction levels among graduate students in the hospitality sector. The findings of this paper will be useful to stakeholders in the hospitality industry because it will help them to better understand the needs and requirements of graduate management students who wish to work in it. The purpose of this study is explained below.
Purpose of the Study
The rapid development of the global economy has seen many people choose to travel as a pass-time activity or hobby. This trend has supported the growth of the hospitality industry (Zahra et al. 2015). However, hoteliers are having a difficult time retaining their skilled employees. At the same time, they are having trouble gaining access to workers who have a hospitality background (Bonn & Forbringer 1992). Consequently, a skill gap exists in the industry because the number of people working in it is significantly lower than the ideal quantity. Many graduates who have secured jobs in the hospitality sector are also leaving the profession, thereby worsening the trend (Bonn & Forbringer 1992).
This study is contextualized among Chinese graduates because estimates show that China is one of the world’s most formidable inbound and outbound tourism subsectors (Travel China Guide 2016). Particularly, the growth of the country’s middle class is regarded as one of the main driving forces of the Asian economy because people within this demographic are traveling around the world and creating a significant surge in tourism numbers, both locally and globally (Wong & Liu 2010). As of 2015, reports showed that China was among the top four most visited countries on the globe (Travel China Guide 2016). In this regard, the impact of the Chinese market in the global tourism industry cannot be ignored, both from supply and demand-side perspectives (Travel China Guide 2015). Borrowing from this background, this paper explores an employment status and job satisfaction levels among graduate Chinese students working in the hospitality industry. Based on this finding, this study investigates the satisfaction levels of graduate employees in the Chinese hospitality industry to look for solutions to bridge the skills gap that exists in the sector.
This analysis will also provide insights regarding which aspects of job satisfaction do not resonate with the graduates so that learning institutions could adapt accordingly and develop curriculums that improve job satisfaction levels. In line with this view, this paper contains a review of past literature to understand what other researchers have said about the topic. The researcher relied on the same information to develop a questionnaire that sought the views of graduate employees regarding four key research issues that are captured by the research aim below.
Research Aim
To find out an employment status and job satisfaction levels among Chinese graduate students in the hospitality industry
Research Objectives
To explore the attitudes of Chinese graduates in the hospitality industry regarding their work
To investigate how satisfied Chinese graduates in the hospitality industry are towards their pay
To investigate whether Chinese graduates in the hospitality industry feel adequately recognized for their work
To establish whether Chinese graduates in the hospitality industry feel they have adequate opportunities for career growth
Research Questions
What are the attitudes of Chinese graduates in the hospitality industry regarding their work?
How satisfied are Chinese graduates in the hospitality industry towards their pay?
Do Chinese graduates in the hospitality industry feel adequately recognized for their work?
Do Chinese graduates in the hospitality industry feel they have adequate opportunities for career growth?
Hypotheses
Research Question 1
Hypothesis 1. Chinese graduates in the hospitality industry have a positive attitude towards their work
Hypothesis 2: Chinese graduates in the hospitality industry have a negative attitude towards their work
Null Hypothesis: Chinese graduates in the hospitality industry neither have a negative or positive attitude towards their work
Research Question 2
Hypothesis 1: Chinese graduates in the hospitality industry are satisfied their pay
Hypothesis 2: Chinese graduates in the hospitality industry are dissatisfied their pay
Null Hypothesis: Chinese graduates in the hospitality industry neither have high or low satisfaction levels regarding their pay
Research Question 3
Hypothesis 1: Chinese graduates in the hospitality industry feel adequately recognized for their work
Hypothesis 2. Chinese graduates in the hospitality industry do not feel adequately recognized for their work
Null Hypothesis: Chinese graduates in the hospitality industry have neutral feelings regarding how their employers recognize their work
Research Question 4
Hypothesis 1: Chinese graduates in the hospitality industry have adequate opportunities for career growth
Hypothesis 2: Chinese graduates in the hospitality industry have inadequate opportunities for career growth
Null Hypothesis: Chinese graduates in the hospitality industry neither have adequate or inadequate opportunities for career growth
Literature Review
Introduction
This chapter explores what other researchers have written about the topic of study. Key issues that will be explored here include (but are not limited to) job satisfaction levels, theoretical foundation underpinning employee motivation, and the role of professional educational qualifications on the job satisfaction levels of hospitality management graduates. The first section of this chapter highlights the theoretical background of this topic.
Theoretical Background
Focus on job satisfaction and employment statuses of employees is a relatively “old” human resource topic. Consequently, many researchers have developed different theories to explain this phenomenon. A popular theory is Maslow’s hierarchy of needs, which emerges as the main conceptual framework of this study.
Maslow’s Hierarchy of Needs
Maslow’s hierarchy of needs is regarded as a pivotal model that helps employers understand the main factors that lead to job satisfaction (Burton 2012). The theory postulates that human needs can be categorized into five distinct segments, which are often presented as components of a larger pyramid structure. At the bottom of the structure is physiological needs, which include basic human requirements, such as food, shelter, and clothing (McClelland 1988). Within this segment of the pyramid, employees are not often satisfied with their jobs unless management provides them with resources to meet their physiological needs.
Issues of safety define the second level of need in Maslow’s hierarchy of needs. Within this segment of analysis, issues concerning security, stability, freedom, and fear often manifest as the most important considerations for an employee to achieve a high level of job satisfaction (Alalade & Oguntodu 2015). Those who have attained this level of need can move to a higher level of satisfaction, which is realized, from the attainment of a strong sense of belonging. At this level of employee satisfaction, issues of acceptance, affection, and affiliation are sought. When achieved, employees transition to a higher level of need – esteem. In this prism, issues relating to approval, recognition, and respect are sought (Saeed et al. 2013). The highest level of satisfaction is realized when employees self-actualize. As seen in figure 1 below, this is the highest level of need employees can achieve.
Figure 2.1. Maslow’s Hierarchy of Needs (Source: Burton 2012).
Motivator-Hygiene Theory
The motivator-hygiene model is the second theory in this chapter explaining factors that influence employee satisfaction. It postulates that although job satisfaction and dissatisfaction may seem related, they represent different and disconnected emotions (Awan & Tahir 2015). Notably, it dictates that employees can only be satisfied with their work if they receive proper pay, benefits, achievement, and recognition in the workplace (Halim & Safer 2013). At the same time, issues that could create discomfort among employees in the workplace environment are likely to create dissatisfaction (Awan & Tahir 2015). The general understanding among proponents of the theory is that when hygiene factors are low, employees are likely to express some degree of dissatisfaction, but when they are high, it is deduced that they are “not dissatisfied” (Awan & Tahir 2015).
Job Characteristics Theory
Developed by Hackman and Oldham, the job characteristics theory argues that employee satisfaction can be only achieved when an organization promotes the growth and development of intrinsically motivating characteristics among employees (Mukul et al. 2013). Five key job characteristics are explored. They include job feedback, task autonomy, task significance, task identity, and skill variety (Mukul et al. 2013). The process of job satisfaction is generally defined by three main stages that include the transition from core job dimensions, to critical psychological states and lastly to personal and work outcomes (Mukul et al. 2013).
At the core of the job dimensions stage, issues relating to skills variety, task identity, feedback from supervisors, and job autonomy are explored (Muda, Rafiki & Harahap 2014). Collectively, they affect critical psychological states among employees, which focus on the meaningfulness of their work, the responsibility of outcomes, and knowledge of results (Bakotic & Babic 2013). The last stage of the job characteristics model discusses issues of personal and work outcomes, which typically revolve around employee understanding of internal work motivation, quality of work performance, high satisfaction with work, and low worker absenteeism (Mukul et al. 2013).
Dispositional Approach
The dispositional approach evaluates people’s individual preferences in the analysis of job satisfaction levels (Aslan et al. 2014). It suggests that employees have varying meanings of job satisfaction. Consequently, its proponents argue that job satisfaction is more of an individual problem than a group one (Aslan et al. 2014). This theory has been largely used to explain employee behavior in light of the evidence, which has shown that job satisfaction levels stabilize across certain industries and over a specific period (Tavousi 2015; Aslan et al. 2014). This view is premised on the fact that workers change and accept the circumstances that underpin their jobs as opposed to managers redesigning the workplace environment to accommodate their preferences.
Explanations rooted in psychology have also affirmed the same outcome by using an example about identical twins, which states that when siblings are raised in different parts of the world, they are likely to have the same level of job satisfaction (Tavousi 2015; Aslan et al. 2014). Further research into the effects of the disposition approach on job satisfaction points out that self-esteem, personal control (the belief that one has control over his/her destiny), neuroticism, and self-efficacy standards (the belief that one can do something) have a significant role to play in determining job satisfaction levels (Tavousi 2015; Aslan et al. 2014). For example, high levels of self-efficacy and self-esteem have been associated with high levels of job satisfaction (Tavousi 2015; Aslan et al. 2014). The same is true for high levels of employee control because people who believe that their success is predetermined by their actions (as opposed to those of other people) often report high levels of satisfaction with their work (Tavousi 2015; Aslan et al. 2014).
Herzberg’s Two-Factor Theory
Herzberg’s two-factor theory postulates that the fulfillment of basic needs should not be the primary focus for organizations or managers; instead, it suggests that they need to enhance the intrinsic factors that drive an employee towards fulfilling his/her purpose in the organization (Matei & Abrudan 2016; Gul et al. 2018). Based on this ideology, the theory suggests the existence of two factors affecting job satisfaction levels: satisfiers and “dissatisfiers” (Matei & Abrudan 2016; Gul et al. 2018). As its name suggests, satisfiers refer to work-related factors that lead to employee satisfaction. Opportunities for career growth, supportive employee recognition programs, and adequate pay or compensation are some positive catalysts for the improvement of job satisfaction in the workplace (Matei & Abrudan 2016; Gul et al. 2018).
Comparatively, “dissatisfiers” refer to elements in the workplace that lead to employee dissatisfaction (Gul et al. 2018). The lack of proper pay, excessive supervision, lack of job autonomy, and few or no opportunities for career growth are some elements in the workplace that could lead to job dissatisfaction (Matei & Abrudan 2016; Gul et al. 2018). The elements are associated with high levels of employee turnover (Matei & Abrudan 2016; Gul et al. 2018). Most of these “dissatisfiers” are often associated with the context in which employees undertake their tasks. Although both job satisfiers and “dissatisfiers” affect employee attitudes towards work, job satisfaction has commonly been associated with the presence of satisfiers or motivating elements of the workplace (Matei & Abrudan 2016; Gul et al. 2018).
Employee Attrition Rate among Graduate Employees
In the context of this study, the attrition rate refers to the percentage of employee turnover in the hospitality sector. Relative to this definition, several researchers have shown that the proportion of highly educated people in the hotel and tourism industry is lower than in other sectors (Beggs, Ross & Goodwin 2008). This finding could mean that conditions relating to underemployment, low wages, low job satisfaction, heavy workload, and the lack of incentives prevent many hotel management graduates from entering the industry after graduation. This can lead to brain drain, a waste of highly specialized background personnel, and a high employee turnover rate (Beggs, Ross & Goodwin 2008).
In line with this discussion, several studies have explored the status of hospitality graduates, including their jobs and satisfaction levels. For example, according to Aggett and Busby (2011), more than 35% of middle managers intent to leave their current jobs in the hospitality industry. Relative to this discussion, graduates with a hospitality degree often show interest in alternative careers (Bonn & Forbringer 1992). In line with this finding, Aggett and Busby (2011) say that 19% of hospitality graduates are not working in the hospitality field. At the same time, many employees leave this field after graduation.
Based on the problem of high employee turnover numbers for graduate employees, researchers, such as Aggett and Busby (2011), recommend that institutions, which train hospitality courses, should review the time in which they train their students and reorganize their courses to address the lack of interest among the graduates in staying within the industry. In line with this proposal, Barron (2008) indicated that a third of hospitality graduates left the industry within five years after graduation. Comparatively, Lewis (1974) said that, in New York, over half of hospitality graduates left the hospitality field within ten years. Stakeholders should consider this limited period graduates spend in the hospitality field a concern when planning management programs (Bonn & Forbringer 1992).
Most of the opinions gathered above have been collected using the Minnesota Satisfaction Questionnaire (MSQ) (Bonn & Forbringer 1992). The survey also demonstrates a significant difference between those who want to leave the industry and those who do not. Also, these studies show that highly educated employees are twice as likely to leave their organizations compared to those who do not have high education qualifications (Bonn & Forbringer 1992).
Several studies have also demonstrated that there are different reasons why hospitality graduates have a high employee turnover rate in the industry (Beggs, Ross & Goodwin 2008). However, studies that have focused on the high attrition rate among graduates argue that the problem could be explained in two ways. One of them is that there are plenty of good jobs in other industries, such as being a bank clerk or an information technology expert. The alternative careers earn a higher salary and have a better bonus than those in the hospitality industry (Bonn & Forbringer 1992). Secondly, researchers say that most hospitality graduates are not prepared to manage the job demands of their respective positions (Boswell et al. 2003). Regardless of the reasons highlighted above, there is an urgent need for a deeper investigation about the attitudes of graduate employees regarding their job to understand the real factors leading to the high employee turnover in the industry.
Students Who Have Not Entered the Industry
The purpose of understanding the views of students who have not entered the industry is to compare the expectations of graduate management students before and after entering the job market. Relative to this goal, students in the hotel industry who have not yet entered the job market show different motivations regarding whether or not they should work in the sector (Chuang & Dellmann-Jenkins 2010). According to a survey by Chuang and Dellmann-Jenkins (2010), it was established that female students are more willing to working in a hotel, as opposed to male or inexperienced colleagues.
They account for approximately 73% and 70% of respondents, respectively (Chuang & Dellmann-Jenkins 2010; Cable & Judge 1996). At the same time, studies show that more than half of the graduates did not choose to study hotel management as their first choice. This result is in line with the findings of Cable and Judge (1996), which show that many students who work in the hotel industry had goals of working in other sectors. However, many of them show moderate or extremely high levels of satisfaction with the content they are learning. At the same time, they are capable of recommending hotel management to friends and family (Bonn & Forbringer 1992).
A different group of researchers argues that it is not all gloom for the industry because about 78% of graduate management students have long-term plans to stay in the industry (Bloisi, Cook & Hunsaker 2003). Women constitute a large population of the graduate management students who have such plans (Bloisi, Cook & Hunsaker 2003). Nonetheless, these studies seem to contradict those of Richardson (2008), which argue that about one-half of graduate hotel students are looking to work in alternative careers.
The same researcher says that 50% of graduates who have gained work experience in the sector have declared their intention not to work in it after graduation (Richardson 2008). Richardson (2008) also says that half of the employees who are working for their graduate certificates and have had experience in the hotel industry are dissatisfied with their work. The proportion of employees who feel this way say that their main source of dissatisfaction is poor pay, ineffective management systems, stressful working hours, and low quality of life (Richardson 2008; Chapman & Webster 2006). The percentage of employees who are dissatisfied with low pay was the highest because they reached 17% (Richardson 2008). From such statistics, it can be seen that there is a lower satisfaction rate for graduate employees in the hotel industry. According to Armstrong (2006), Chuang and Dellmann-Jenkins (2010), this means that salary issues, working hours, and management modes need to be improved.
The Role of Higher Education Institutions
O’Mahony, McWilliams, and Whitelaw (2001) investigated how students choose a hospitality major at their colleges and universities. Their findings show that students have little knowledge of the hospitality industry when they enter universities. Consequently, they recommended that faculty members should help students to form realistic expectations of their work and their choice of study (O’Mahony, McWilliams & Whitelaw 2001). This principle reflects the mentality of hospitality graduates whose plans for the future are normally vague. This issue has also been cited as one of the main reasons why many hospitality graduates choose to leave their current careers after graduation (O’Mahony, McWilliams & Whitelaw 2001).
According to Kang (2013), the most influential criteria, which affect the hospitality industry’s hiring practices is work experience. For this reason, work-based learning, whether structured or unstructured, greatly affects students’ attitudes towards graduation careers (Wong 2007). Depending on job requirements, schools will often arrange for students to work in the industry for a certain period. However, if students are given a low and boring task, there are no translatable real benefits to them. Consequently, the students find it difficult to acquire any new skills that will improve their future. At the same time, the lack of translatable and real benefits of education has been associated with the inability of students to find meaningful careers in the industry (Kang 2013). Based on this finding, stakeholders are advised to ensure that students receive meaningful tasks and have the opportunity to train in different departments (Richardson 2008).
According to Mobley et al. (1979), job satisfaction is one of the most frequently mentioned factors that have a strong empirical correlation with turnover (Mobley et al. 1979). Job satisfaction has many tenets, such as the job itself, supervisor relationships, and growth opportunities. Job satisfaction is also considered an important factor in designing effective and satisfying jobs. The development of these kinds of jobs can effectively reduce the rate of turnover (Richardson 2008). Its relationship with employee turnover is explored below.
Relationship between Job Satisfaction and Employee Turnover
According to Zahra et al. (2015), the concept of job satisfaction includes the work itself, future opportunities for development, management beliefs, relationship with leadership, relationships among colleagues, work environments, and employee compensation or benefits. Generally, many researchers have outlined the status of hospitality graduates, relative to their prospects of growth in the industry. This was not always the case because, in the past, the focus was always on employees in general and not graduate employees as a subgroup of workers. Similarly, past researchers failed to include the views of graduates who have worked in other fields after graduation. Current and emerging concerns about the future of graduate students in the hospitality industry have been viewed from a human resource perspective. In line with this view, studies that have demonstrated the importance of formulating sound employee management strategies in the hotel sector have focused on the development of effective recruitment strategies, the improvement of job satisfaction levels, and the formulation of new management strategies to prevent employee issues from arising after hiring.
Zahra et al. (2015) conducted a survey, which was based in North America and Europe, to find out the main issues they experienced at work. Their findings revealed that the most important issues affecting managers were the difficulty of attracting and retaining skilled employees (Zahra et al. 2015). At the same time, it was established that training and retraining employees were another human resource concern (Zahra et al. 2015). Compared to their European counterparts, American-based research studies revealed that labor shortage, salary issues, and employee morale are at the top of the list of human resource issues to consider in the workplace (Zahra et al. 2015).
Relative to these findings, Kang (2013) studied the culture of turnover in Australian hotels. He said the “turnover culture” is defined as the acceptance of high employee turnover as an organizational norm (Kang 2013). Causal turnover models were tested with industry-specific categories, based on the economic, psychological, and sociological theories. Some of the categories studied were structural variables, which included co-worker and supervisory support, conventionalization and distributive justice, salary and internal market elements of job security, promotional opportunity, and career development (Kang 2013).
The researchers found that structural variables were related to work settings in both organizational and job-related contexts. They also established that job satisfaction affected the same issue indirectly, but it could (at the same time) be influenced by other elements of organizational operations. For instance, it could be affected by role conflict and the availability of promotional opportunities. Additionally, Kang (2013) concluded that people who enter the hospitality industry generally have the belief that they will encounter limited career development and promotional opportunities. This belief has been created and added to the “turnover culture” in the sector. Broadly, there is a strong correlation between job satisfaction and turnover, and they are some of the most commonly studied issues in human resource management (Kang 2013).
Understanding satisfaction levels can help managers to formulate management measures to improve and enhance employee-related performance and satisfaction, thereby reducing turnover (Zahra et al. 2015). In line with this view, Kang (2013) understands the work motivation of hotel staff by investigating the importance of work factors among employees. In his research survey, respondents expressed great concern about salary, job security, future promotion opportunities, and the nature of the work environment (Kang 2013). Regardless of the age of the respondents, a majority of them reported that these issues were the most contentious work factors (Kang 2013). However, if the same findings were analyzed according to age distribution, respondents who are over the age of 30 believed that working conditions and job security were secondarily important, while younger employees indicated that future promotion and development opportunities were at the top of the list (Kang 2013). Collectively, these findings show that employees have varying influences affecting their perceptions of work (Kang 2013).
Summary
The findings depicted in this chapter show that many researchers have explored the reasons for varying levels of employee satisfaction among hotel workers. Overall, this chapter shows that there is a link between job satisfaction levels and employee turnover rates because of the higher the level of job satisfaction, the lower the employee attrition rates, and the lower the level of job satisfaction, the higher the attrition rate. It is also established that institutions of higher education have a significant role to play in defining the expectations of graduate management students in the hospitality sector because before they enter the industry, they have little or no expectations of what to expect in the profession.
However, after getting an education, they form new expectations of their pay, career growth limits/opportunities, and even the type of recognition they should get. Based on this analysis, employee satisfaction emerges as the dependent variable that will be explored in the proposed study. Employee pay, attitudes towards work, opportunities for career growth, and employee recognition levels will be the independent variables because they also emerged as key issues affecting employee satisfaction. Based on these insights, the gap in the literature that comes from this review is the lack of a contextualized understanding of the job status and work satisfaction levels among Chinese graduate employees.
Methodology
This chapter outlines the methods that were adopted by the researcher in answering the research questions. The main aspects of the methodology that will be explained in this chapter include the research method, research design, data collection techniques, description of the target population, sampling methods, and data analysis techniques. The validity and reliability of research instruments are also explored in this chapter.
Research Methods
According to Tourangeau and Plewes (2013), there are three main research methods used in academic research. They include the mono-method, mixed-method, and multi-method techniques (Tourangeau & Plewes 2013). As insinuated by its name, the mono-method involves the use of only one research technique – either quantitative or qualitative. Comparatively, the mixed method involves the use of both qualitative and quantitative techniques, while the multi-method technique employs two qualitative research styles (Research Rundown 2018; Tourangeau & Plewes 2013).
The mixed approach was the selected framework for this review because the researcher used both qualitative and quantitative research approaches. According to Research Rundown (2018), the use of the technique of the mixed method is a relatively new area of methodological integration, which has only been widely accepted in the past decade. Relative to this development, Simonovich (2017) says the mixed methods approach allows researchers to use two approaches (qualitative and quantitative), to transform research problems into research questions or hypotheses, and to vary sample sizes based on the methods used. Other key inherent characteristics of the mixed methods approach include the ability to use any type of data collection method available to the researcher, and the continual interpretation of findings, which can influence different interpretations of the research process (Research Rundown 2018).
As highlighted in the introduction section of this document, the proposed study aims to find out the employment status and job satisfaction levels among Chinese graduate students in the hospitality industry. This topic contains both qualitative and qualitative aspects of the investigation, as alluded to in the works of Lin, Wong, and Ho (2013). For example, it involves the evaluation of quantitative aspects of employee performance, such as unemployment levels, employee pay, employment status, and qualitative measures of worker fulfillment, such as job satisfaction, attitude towards work, and employee recognition standards (Lin, Wong & Ho 2013). The mixed-method framework emerges as a practical model of merging both qualitative and quantitative dimensions of analysis into one study. It is also appropriate for this study because it allows the researcher to gain insights into the research problem, which could have otherwise been missed if only one technique was used (Simonovich 2017). Another justification for using this technique is its comprehensive nature, which allows the researcher to use advanced statistical analysis techniques, including bars, graphs, and even pictures to analyze data (Simonovich 2017).
According to Doyle, Brady, and Byrne (2016), one of the main advantages of using the mixed methods research approach is its easiness in describing and reporting findings. At the same time, researchers who want to explain unexpected results arising from a prior study have commonly employed it in their studies (Research Rundown 2018). Excerpts from the works of Dillman, Smyth, and Christian (2014) also show its proficiency in helping researchers to generalize qualitative data (to a measured degree) and in designing and validating instruments. Some of the drawbacks of this method include the use of a lot of time for compiling and analyzing data, the possible development of unequal evidence based on the use of multiple designs, and the little guidance available to researchers who intend to use transformative methods integrated with the mixed methods approach (Research Rundown 2018).
Based on the potential pitfalls associated with this type of method, Creswell (2014) and Beardsmore (2013) propose the use of a systematic framework for undertaking mixed methods reviews to overcome their weaknesses. These suggestions will be embraced in the proposed study to improve the quality of its findings and to overcome some of the weaknesses of the mixed methods approach. Four guidelines will be followed by the researcher in achieving this objective: understanding the implementation sequence of data collection, understanding which method takes priority during data collection, knowing how the findings will be integrated, and establishing whether a theoretical perspective will be used, or not (Research Rundown 2018; Creswell 2014; Beardsmore 2013). Some of these questions will be answered by understanding which research design was selected for use in the study. The relevant designs are outlined below.
Research Design
According to the Centre for Innovation in Research and Teaching (2018), there are six main research designs associated with the mixed methods approach. They include sequential explanatory, sequential exploratory, sequential transformative, concurrent nested, concurrent transformative, and concurrent triangulation methods. A summary of each research design is provided below.
Sequential Explanatory: The sequential explanatory design mainly focuses on the collection of quantitative data. In this regard, qualitative information is often collected to explain or interpret the quantitative data collected. Stated differently, qualitative findings are used to supplement the quantitative data (Centre for Innovation in Research and Teaching 2018; Research Rundown 2018).
Sequential Exploratory: Unlike the sequential explanatory research design, the sequential exploratory method is mainly focused on the collection of qualitative information (as opposed to quantitative data). Here, quantitative data is used to interpret or explain qualitative research findings. Based on its nature, the sequential exploratory method is often used when researchers want to explore a specific phenomenon or when developing or testing a new research instrument (McKim 2017; Centre for Innovation in Research and Teaching 2018; Research Rundown 2018).
Sequential Transformative: The sequential transformative method does not stipulate which type of data should be collected first (either qualitative or quantitative data could be collected in the first phase of research). Instead, it postulates that the results of both methods of data collection should be integrated into the data analysis phase. Based on its non-confined nature, researchers mainly use this design when they want the freedom to choose data that fit a specific theoretical perspective (Centre for Innovation in Research and Teaching 2018; Research Rundown 2018).
Concurrent Nested: The concurrent nested technique often emphasizes the collection of one type of data (either qualitative or quantitative) and uses the other in an embedded manner. Researchers who use this technique often apply it in situations where they seek to gain information at different levels of analysis or when they want to address a different question apart from the dominant one (Centre for Innovation in Research and Teaching 2018; Research Rundown 2018).
Concurrent Transformative: The concurrent transformative method involves the use of a selected theoretical perspective in explaining a research phenomenon. The theoretical framework is often embedded in the purpose of the research through associated questions that should guide the methodological approaches to be used. The concurrent transformative method is often used in situations where a researcher seeks to evaluate a theoretical perspective at different levels of analysis (Centre for Innovation in Research and Teaching 2018; Research Rundown 2018).
Concurrent Triangulation: The concurrent triangulation technique uses two or more methods of data collection to cross-validate information. In other words, the data collection process occurs concurrently. Typically, researchers who adopt this technique use the strengths of one method of data collection to overcome the weaknesses of another (Centre for Innovation in Research and Teaching 2018; Research Rundown 2018). This research design is selected for use in this study because there is a need to cross-validate information obtained from the different levels of analysis (employment status and job satisfaction levels) as well as the multiple sources of research information. In other words, the concurrent triangulation method will be instrumental in understanding how the two aspects of investigation (employment status and job satisfaction) will compare with each other to provide a straightforward and coherent understanding of job satisfaction among Chinese graduate students. Therefore, the ability of this research design to provide a framework for cross-validating an employment status and job satisfaction levels provides the overriding motivation for its adoption.
Data Collection
There will be two main sources of data in the study: questionnaires and secondary research materials. They are explained below.
Questionnaires
As highlighted in this chapter, the mixed methods research approach provided the overriding framework for this study. It also affected the data collection process because both qualitative and quantitative information was be obtained. Data was collected from the respondents using structured questionnaires, which were administered as a survey. Since it will be geographically impossible to meet all the research respondents physically, the questionnaires will be administered virtually. The research informants had an opportunity to input their data in the questionnaires and the completed surveys were stored electronically.
The web-based survey was employed in the study because of its relative ease of data gathering. In other words, it was simpler for the researcher to issue the data collection instruments virtually than to meet the informants face-to-face and provide them with the physical copies of the questionnaires. According to studies developed by Thissen, Park, and Nguyen (2013), collecting data through online questionnaires is not only cost-effective but also fast. However, the greatest motivator for using this type of data collection method is the opportunity it provides researchers in terms of data automation because (as will be seen in subsequent sections of this chapter) the data analysis methods used in this study were also automated. Therefore, through the collection of digitized data, it was possible for the researcher to input and handle information much more effectively than an alternative situation where data has to be inputted manually.
Another motivator for using the virtual data collection method is its low likelihood of errors that could affect information processing and handling (Thissen, Park & Nguyen 2013; Dodou & De Winter 2014). This advantage stems from the automation process, which is free from human errors that are commonly associated with data analysis processes. Relative to this discussion, studies show that this type of data collection process is associated with a high response rate because many informants find it convenient to answer research questions at the comfort of their homes and at a time that is convenient to them through online questionnaires (Thissen, Park & Nguyen 2013; Dodou & De Winter 2014).
Some of the drawbacks associated with web-based surveys and that could affect the quality of information obtained in the research is the absence of the interviewer in the data collection process. Therefore, it may be difficult for the respondents to get clarification about specific areas of the questionnaire that may be unclear. At the same time, studies show that online questionnaires are prone to “survey fraud” because some research informants simply answer questions to get an incentive and not necessarily to give their authentic views about a research issue (Thissen, Park & Nguyen 2013; Dodou & De Winter 2014). The research informants in the proposed study were not paid to participate in it. Therefore, it is assumed that they provided genuine views about the research statements. Although further details about the research participants will be highlighted in subsequent sections of this chapter, it is expected that the views provided by the participants will contribute to the advancement of the study area.
The online questionnaire was divided into two parts. The first one was used to collect demographic data from the respondents. Here, information relating to the respondents’ gender, age, and work experience were gathered. The purpose of doing so was to understand their characteristics and evaluate whether they affected their opinions about the research questions. The second part of the questionnaire gathered the respondents’ views regarding 24 research statements that related to four dimensions of analysis (see appendix).
The first dimension of analysis was used to evaluate the respondents’’ attitudes towards work. They were required to answer eight questions relating to this dimension of the study. The second issue investigated in the questionnaire related to employee pay. Six statements were attributed to this aspect of analysis. “Recognition” was the third dimension explored in the study and it investigated the respondents’ views regarding performance measures and the methods adopted by managers in recognizing employee contributions in the workplace. The fourth dimension of analysis explored the informants’ views regarding opportunities for growth in the industry. Here, the emphasis was made to understand their views regarding opportunities for career development and their effects on job satisfaction. Four statements were asked to gather this information. In sum, the four dimensions analyzed in the second part of the questionnaire amounted to 24 statements. The table below summaries these dimensions and the number of statements attached to them.
Table 3.1. Dimensions Analysed and Number of Statements (Source: Developed by the Author).
Dimensions
No. of statements
Dimension 1
Attitudes towards work
8
Dimension 2
Pay
6
Dimension 3
Recognition
6
Dimension 4
Opportunities for growth
4
Total
24
The respondents expressed their views regarding the aforementioned dimensions using a 5-point Likert scale, which required them to “strongly agree,” “agree,” be “neutral,” “disagree,” or “strongly disagree” with the 24 statements highlighted above. The formula used to calculate the score intervals for their responses (based on the 5-point Likert scale) was deduced by subtracting the minimum from the maximum score and dividing the outcome by the number of levels of responses. The process is defined by the formula outlined below.
Score interval = (Maximum score – Minimum score) / Number of levels = 5 – 1 / 5 = 0.8
The “degree of agreement” was also defined by a rating scale, which appears below.
Table 3.2. The Degree of Agreement and Rating Scale (Source: Developed by the Author).
1 – 1.8
1.81 – 2.6
2.6 – 3.4
3.41 – 4.2
4.21 – 5
Strongly Disagree (SD)
Disagree (D)
Neutral (N)
Agree (A)
Strongly Agree (SA)
Target Population: According to Singer and Ye (2013), it is pointless for researchers to undertake surveys if they cannot account for their research subjects. Boulianne (2013) adds that the characteristics of the target population should be at the core of the research questions and should guide the general design of the questionnaire. As highlighted in the first chapter of this report, this study aims to understand the employment status and job satisfaction levels of hospitality management graduates in China. The characteristics of the sample population were defined by this research question because the researcher recruited 75 Chinese graduate students who worked in the hospitality sector. The respondents were recruited from three international hotels operating in Beijing, China.
Sampling Technique: The snowball sampling method was used to recruit the informants. This type of technique is based on probability sampling and relies on initial contacts to get in touch with other respondents (Thissen 2014; Schonlau & Couper 2016). Therefore, ideally, the number of respondents is expected to increase as more employees complete the survey (Behr et al. 2014; Fang, Wen & Prybutok 2014). The snowball sampling method was adopted because the researcher had developed a good rapport with some employees of the three hotels where the respondents worked. Permission was sought from the hotel managers to undertake the study. The snowball sampling method was also employed because the researcher intended the overall sample to be representative of the target population (graduate management students). In other words, it was appropriate to use the snowball sampling method to identify respondents who had a graduate degree from the larger sample of workers in the three hotels mentioned. Relative to the above-mentioned benefits of the snowball sampling technique, West and Kreuter (2015) say that this method is ideal for researchers who want to minimize the cost of investigation and possibly save time in the process. The same benefits were witnessed in the present study.
One of the challenges associated with the use of the snowball sampling technique is its limited sample size, which was confined to only a small and largely homogenous target population – 75 Chinese graduate employees (Tourangeau et al. 2014). However, this limitation was not to be a problem in this study because the researcher intended to sample a homogenous population of graduate management students. Therefore, the homogeneity of the sample is a strength and not a weakness.
Published Sources
Secondary research materials were also used as the second method of data collection. The inclusion criterion was defined by the use of materials that were published in the last five years (2013-2018). Books and journals were also selected as the preferred sources of secondary data because they have a high credibility rating compared to other sources of information (McKim 2014). At the same time, industry reports, and government data were sourced from credible websites. However, such information complemented the main sources of secondary research data, which were books and journals. Published materials were also sourced from credible databases, including Jstor, Emerald Insight, and Google Scholar.
The purpose of including secondary research information in the study was to compare the empirical findings with pre-existing information about job satisfaction levels and employment status among graduate students. Therefore, it was possible to understand the points of convergence or divergence when both sets of information were compared with one another.
Validity and Reliability of Instruments
The validity and reliability of dimensions analyzed in the questionnaire were assessed using the Cronbach Alpha method. Table 3.3 below highlights the findings.
Table 3.3. Cronbach Alpha Findings for the Study Dimensions (Source: Developed by the Author).
Dimensions
Statements
Cronbach’s Alpha
Reliability
Attitudes towards work
S1 – S8
0.883**
0.937
Pay
S9 – S14
0.646**
Recognition
S15 – S20
0.765**
Opportunities for growth
S21 – S24
0.903**
According to the table above, the values of the alpha coefficient are reported for all the four dimensions that were explored in the study (attitudes towards work, pay, recognition, and growth opportunities). According to Behr et al. (2013), Engellant, Holland, and Piper (2016), Cronbach alpha values that are higher than 0.5 are reliable. Such was the case for the findings highlighted above because the Cronbach alpha value for the four dimensions was 0.937. This means that the data collection instrument was reliable.
According to Birt et al. (2016), the trustworthiness of a research process largely depends on the quality of information conveyed in it. In line with this statement, the validity of the findings was safeguarded by the member-check technique. It refers to a process where a researcher shares their findings with the respondents to establish whether the views presented in the final report convey what the informants meant to say (Newby 2013; West & Kreuter 2013). Therefore, its purpose was to make sure that the information presented in the final report measured up to the views and sentiments of the research respondents. This means that the findings of the research were shared with the participants before publishing. Any variations between the final report findings and the respondent’s views were reported and possibly explained.
Limitations of Study
According to Bowling (2014), study limitations refer to aspects of research that are beyond the researcher’s control. One limitation of the study is its indicative nature because a targeted sample size of 75 respondents is not enough to deduce strong inferences about employment status or job satisfaction levels of Chinese graduates in the hospitality industry. Therefore, the findings of this study are only indicative of employment status and job satisfaction levels for the target population.
Ethical Considerations
The ethical considerations described in this paper largely refer to the conduct of the researcher. Israel (2015) says it is important to evaluate this issue in research studies that use human subjects. Relative to this view, the ethical issues relevant to this study are described below.
Informed Consent: According to USC (2018) and Alderson (2017), informed consent refers to the voluntary acceptance of research participants to take part in a study. At the same time, McGonagle, Brown, and Schoeni (2015) posit that informed consent is a process that strives to ensure the protection and respect for research subjects. All the informants who took part in the study gave their consent to do so. In other words, they were not coerced or paid to participate in the study.
Privacy and Confidentiality: Researchers, such as Couper and Singer (2013) and Israel (2013), have broadly explored issues of privacy in research by contending that the sensitivity of information presented in an investigation needs to be the guiding principle for ascertaining the correct level of confidentiality that should be accorded to the research participants. The identities of the hotels that the research participants will be recruited from will remain confidential to safeguard their reputation. To do so, information was collected from the respondents anonymously and all possible identifiers were excluded from the final research report. The suggestions of Szolnoki and Hoffmann (2013) to safeguard the privacy of research informants were also adopted by sharing information on a “need-to-know” basis. Therefore, all the views expressed in the research were presented anonymously. In other words, the identity of the research participants was not revealed.
Data Management: As highlighted in earlier sections of this paper, some of the information collected for purposes of the review were obtained from online questionnaires. This data was stored in the researcher’s computer and protected with a password. Therefore, only the researcher gained access to this information. After completing the research process, the information collected was destroyed.
Data Analysis Tools
The data collected in the study were analyzed using the Statistical Package for the Social Science (SPSS) software (version 23) and Microsoft Excel (2010). The two methods (SPSS and Excel) are software-based tools that are often used in the analysis of quantitative data. These packages were selected for use in the proposed study because of their high accuracy and capability to deploy multiple data analysis techniques, such as descriptive and inferential analytical tools, in the data processing. At the same time, there was a lot of information obtained in the research, such that it was difficult to analyze the same data manually.
The SPSS method was specifically selected for use in the proposed study because of its advanced data analysis and management techniques, such as descriptive methods, which were instrumental in developing graphs, bars, and charts that represented the respondents’ views. At the same time, the same descriptive analysis techniques were instrumental in providing different measures of data, such as standard deviation, frequencies, the degree of agreement, and percentages.
Correlations within dimensions were measured using Pearson’s Correlation technique. Particularly, this technique was integral in understanding the correlations between different dimensions of analysis. The T-test and one-way ANOVA techniques were also used in understanding the effects of demographic variables on the dimensions analyzed. The correlation between variables was also studied by measuring the direction and degree of relations within an interval of +1 and -1. All positive values implied a positive relationship, while all negative values implied the existence of a negative relationship. The researcher used a scale proposed by West (2013) to assess the strength of the correlation. It appears in table 4.4 below.
Table 3.4. Measurement Scale (Source: Developed by the Author).
0 to ±0.3
±0.31 to ±0.7
±0.71 to ±1
Weak
Moderate
Strong
Summary
This chapter has highlighted research processes that were adopted in the study. The mixed-methods approach was selected as the overriding research framework for this study because it contains aspects of qualitative and quantitative research. Its multi-layered nature justifies its use in the research. The concurrent triangulation research design was also selected for use because it provided a framework for corroborating qualitative and quantitative findings. The use of this research design also means that the collection of both qualitative and quantitative findings occurred concurrently. The researcher undertook 75 surveys virtually among a group of respondents who were selected from three international hotels operating in Beijing, China. Stemming from resource and geographical constraints, the surveys were administered virtually and the findings analyzed using the SPSS (version 23) and Microsoft Excel methods. As mentioned in this chapter, the views of the respondents were measured using a 5-point Likert scale and the Cronbach alpha findings were integrated to measure the four dimensions explored.
Findings and Analysis
This chapter contains information relating to the findings gathered in this study. As highlighted in the third chapter of this report, information was gathered using questionnaires, which were administered, as virtual surveys. The instruments of data collection were divided into two main sections. The first one sought to find out demographic information about the respondents, while the second part was designed to find out the respondents’ views regarding the four dimensions of analysis – attitudes towards work, pay, employee recognition programs, and career development opportunities. Respondents working in different Chinese-based hotels completed these questionnaires and sent them to the researcher virtually. Findings relating to the first part of the data collection instruments appear below.
Demographic Findings
Gender was the first demographic item explored in the questionnaire. In summary, 75 participants sent back complete questionnaires. About 79.5% of them were male, while 20.5% of them were female. A summary of the findings appears in table 4.1 below.
Table 4.1 Gender Distribution (Source: Developed by the Author).
Gender
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
1.0
60
20.5
20.5
20.5
2.0
15
79.5
79.5
100.0
Total
75
100.0
100.0
Age
Age was the second demographic item explored in the study. According to table 4.2 below, this variable was categorized into four key segments. The first one included employees who were below the age of 30. The second segment was comprised of employees who were between the ages of 30 and 40 years, while the third group of respondents was comprised of respondents who were between the ages of 40 and 50 years. The fourth group was comprised of employees who were between the ages of 50 and 60 years.
A majority of the respondents were within the first group of employees (below the age of 30 years). In sum, this employee segment comprised 42.2% of the total sample of respondents who took part in the study. The second group of employees was comprised of those between the ages of 30 and 40 years. They were 37.6% of the total sample. Comparatively, employees who were between the age of 40 and 50 years comprised 13.8% of the total number of respondents who took part in the study. Lastly, the smallest group of employees who participated in the study were between 50 and 60 years. They made up 6.5% of the total sample. The table below summarises these findings.
Table 4.2 Age Distribution (Source: Developed by the Author).
Age
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
1.0
32
42.2
42.2
42.2
2.0
28
37.6
37.6
79.7
3.0
10
13.8
13.8
93.5
4.0
5
6.5
6.5
100.0
Total
370
100.0
100.0
Job Title
The job title was the third demographic variable explored in the study. This attribute of the analysis is related to the determination of the informants’ employment statuses. In other words, this question was asked to determine the kind of positions that the target sample held in their workplaces. The respondents held eight types of positions: accommodation, catering, chef, event, fast-food restaurant, hotel, public house, and restaurant managers. The largest group of respondents said they were chefs. They comprised 33% of the total sample. The second-largest group of respondents comprised of event managers who were 17% of the total sample. The third-largest group was made up of catering managers who were 14% of the total sample, while the fourth largest sample comprised of fast-food restaurant managers who were 12% of the total sample. This finding could stem from the fact that many hotels have multiple positions for chefs, while the vacancies available for restaurants are typically fewer because a hotel may only have one or two restaurants. Even if multiple restaurants are located in the same hotel, there may only be one manager. Therefore, the findings depicted in this report are consistent with the work layout and distribution of jobs in hotels.
The number of the public house and restaurant managers was the same (eight respondents). They both accounted for 16% of the total sample. Three respondents said they worked as hotel managers and they accounted for 5% of the respondents sampled. Restaurant managers formed the smallest percentage of respondents. Only two respondents said they held this position and they accounted for 3% of the total sample. Table 4.3 below summarises these findings.
Table 4.3. Job Title Findings (Source: Developed by the Author).
Group
Job Title
Percentage (%)
No. of Respondents
1
Restaurant Manager
3%
2
2
Accommodation manager
8%
6
3
Catering Manager
14%
10
4
Chef
33%
25
5
Event Manager
17%
13
6
Fast-food restaurant manager
12%
9
7
Hotel manager
5%
3
8
Public house manager
8%
6
Total
100%
75
Work Experience
The last demographic variable investigated in this study was the work experience. The research informants had five options to respond to this variable. They included “less than one year,” “1-5 years,” “5-10 years,” “10 -15 years,” and more than 15 years. Most of the employees sampled had a work experience of between five and ten years. They comprised 27.8% of the total population. The second biggest sample of respondents comprised of those who had accumulated work experience of more than 15 years. They comprised 25.9% of the total sample. The third-largest group of respondents had a work experience of 5-10 years and comprised 22.4% of the total population. The smallest group of research participants comprised of those who had a work experience of 10-15 years and they made up 4.3% of the total sample. Table 4.4 below summarises these findings.
Table 4.4 Work Experience Findings (Source: Developed by the Author).
Work Experience
Frequency
Percent
Valid Percent
Cumulative Percent
Valid
1.0
3
4.3
4.3
4.3
2.0
17
22.4
22.4
26.8
3.0
21
27.8
27.8
54.6
4.0
15
19.5
19.5
74.1
5.0
19
25.9
25.9
100.0
Total
75
100.0
100.0
Findings of the Relationship between the Independent and Dependent Variables
In the first third chapter of this paper, it was reported that the second part of the questionnaire sought to find out the views of the respondents regarding four main variables, which included attitudes of employees towards work, opportunities for career growth, employee recognition, and satisfaction towards pay. These variables were highlighted as the four main dimensions of job satisfaction that investigated in the study. The results for the first dimension of analysis are highlighted below.
First Dimension – Attitudes towards Work
An exploration of the respondents’ attitudes towards work was the first item investigated in the second part of the questionnaire. Here, the informants responded to eight statements. Their views are captured in table 4.5 below.
Table 4.5. Attitudes towards Work (1st Dimension) Findings (Developed by the Author).
No
Statements
Degree of agreement
Mean
STD
Rate
Rank
SD
D
N
A
SA 5
S1
The hospitality industry offers many interesting careers
F
35
41
139
92
55
3.251
1.1412
N
5
%
9.5
11.1
37.6
24.9
14.9
S2
Most of the jobs in the hospitality industry are low-skilled
F
25
45
159
89
43
3.222
1.0385
N
8
%
1.5
3.8
16.5
40.1
38.1
S3
The working hours allocated to workers in the industry are too long
F
21
41
158
91
45
3.275
1.0196
N
6
%
5.7
11.1
42.7
24.6
12.2
S4
It is difficult to strike a good work/life balance
F
25
48
137
97
51
3.282
1.0853
N
7
%
6.8
13.0
37.0
26.2
13.8
S5
I get to learn new things from my work every day
F
36
52
131
87
53
3.192
1.1600
N
4
%
9.7
14.1
35.4
23.5
14.3
S6
I take pride in my job
F
25
45
159
89
43
3.222
1.1630
N
3
%
1.5
3.8
16.5
40.2
38.1
S7
Management is paying attention to employee needs
F
25
48
137
97
51
3.282
1.1650
N
2
%
6.8
13.0
37.0
26.2
13.8
S8
I got a career in the hospitality industry accidentally
F
36
53
131
87
53
3.192
1.1798
N
1
%
9.7
14.1
35.4
23.5
14.3
1stDimension (Attitudes towards work) average
3.24
1.088
N
According to the table above, the statement with the highest response was S8, which stated, “I got a career in the hospitality industry accidentally.” It had a mean of 3.192 and a standard deviation of 1.1798. The second highest response rate was statement S7, which stated, “Management is paying attention to employee needs.” It had a mean of 3.282 and a standard deviation of 1.1650. The statement with the third highest response rate was S6 and it stated, “I take pride in my job.” It’s mean and standard of deviation were 3.222 and 1.1630 respectively. The fourth highest response rate was attributed to statement S5, which stated, “I get to learn new things from my work every day.” It had a mean of 3.192 and a standard deviation of 1.1600.
The statement with the fifth-highest response was S1. It stated, “The hospitality industry offers many interesting careers.” It’s mean and standard deviation were 3.251 and 1.1412, respectively. Comparatively, the sixth-highest response rate was attributed to statement S3, which read, “The working hours allocated to workers in the industry are too long.” It had a mean of 3.275 and a standard deviation of 1.0196. The statement with the seventh-highest response was S4. It stated, “It is difficult to strike a good work/life balance.” It’s mean and standard deviation were 3.282 and 1.1650, respectively. Finally, the statement with the least response was S2 and it stated, “Most of the jobs in the hospitality industry are low-skilled.” It’s mean and standard deviation were 3.222 and 1.0385, respectively.
Result Analysis: In sum, the results depicted above show that the mean of the first dimension of analysis was 3.24 with a standard deviation of 1.088, respectively. This result shows that the respondents generally had a positive attitude towards their work. The second dimension analyzed in the study related to employee pay and its results is highlighted below.
Second Dimension – Pay
The second dimension investigated in the questionnaire related to the respondents’ views regarding their pay. In this analysis, the informants responded to six statements. The findings are depicted in table 4.6 below.
Table 4.6. Pay (2nd Dimension) Findings (Developed by the Author).
No
Statements
Degree of agreement
Mean
STD
Rate
Rank
SD
D
N
A
SA
S9
Workers in the hospitality industry get proper remuneration for their work
F
9
20
66
207
92
3.90
0.895
A
1
%
2.3
5.1
16.8
52.5
23.4
S10
The salary paid to workers in the hospitality sector aligns with industry standards
F
6
22
94
197
75
3.79
0.865
A
2
%
1.5
5.6
23.9
50.0
19.0
S11
I would consider working for a different industry if my pay is inadequate
F
20
64
132
123
55
3.33
1.064
N
6
%
5.1
16.2
33.5
31.2
14.0
S12
Employees in the hospitality industry are generally underpaid relative to graduates in other professions
F
13
72
122
124
63
3.39
1.060
N
5
%
3.3
18.3
31.0
31.5
16.0
S13
Poor pay would affect my motivation to work in the hospitality industry
F
14
77
109
109
85
3.44
1.134
A
4
%
3.6
19.5
27.7
27.7
21.6
S14
Higher wages automatically lead to employee satisfaction and low employee turnover rates
F
8
64
103
162
57
3.50
0.994
A
3
%
2.0
16.2
26.1
41.1
14.5
2ndDimension (Pay) average
3.55
1.002
A
According to the table above, the statement with the highest response was S9, which stated that “Workers in the hospitality industry get proper remuneration for their work.” It had a mean of 3.90 and a standard deviation of 0.895. The second highest response rate was statement S10, which stated, “The salary paid to workers in the hospitality sector aligns with industry standards.” It had a mean of 3.79 and a standard deviation of 0.865. The statement with the third highest response rate was S14 and it stated that “Higher wages automatically lead to employee satisfaction and low employee turnover rates.”
It’s mean and standard deviation were 3.50 and 0.994, respectively. The fourth highest response rate was attributed to statement S13, which stated that, “Poor pay would affect my motivation to work in the hospitality industry.” It had a mean of 3.44 and a standard deviation of 1.134. The statement with the fifth-highest response was S12. It stated, “Employees in the hospitality industry are generally underpaid relative to graduates in other professions.” It’s mean and standard deviation were 3.251 and 1.1412, respectively. The statement with the least response rate was attributed to S11, which stated that “I would consider working in a different industry if my pay is inadequate.” It had a mean of 3.33 and a standard deviation of 1.064.
Result Analysis: In sum, the results depicted above show that the mean of the second dimension of analysis was 3.55 with a standard deviation of 1.0002. This finding shows that the respondents generally had a positive view of their pay.
Third Dimension – Findings
The third dimension investigated in the questionnaire related to the respondents’ views regarding recognition at work. In this analysis, the informants responded to six statements. The findings are depicted in table 4.7 below.
Table 4.7. Recognition (3rd Dimension) Findings (Developed by the Author).
No
Statements
Degree of agreement
Mean
STD
Rate
Rank
SD
D
N
A
SA
S15
Employees in the hospitality industry get proper recognition for their work
F
1
1
12
15
14
3.93
0.961
A
4
%
2.3
2.3
27.9
34.9
32.6
S16
Most organizations in the hospitality industry provide adequate details about performance measures
F
0
3
3
18
19
4.23
0.868
N
2
%
0
7.0
7.0
41.9
44.2
S17
All types of skills and competencies are recognized in the hospitality industry
F
2
3
10
17
11
3.74
1.071
A
6
%
4.7
7.0
23.3
39.5
25.6
S18
The organization’s recognition program keeps me motivated to stay in the workplace
F
1
3
6
23
10
3.88
0.931
A
5
%
2.3
7.0
14.0
53.5
23.3
S19
I often surpass what is expected of me because of the recognition my organization gives me
F
3
2
3
17
18
4.05
1.154
A
3
%
7.0
4.7
7.0
39.5
41.9
S20
I am more productive and motivated to do my work because of my organization’s recognition program
F
2
3
15
17
11
3.74
1.081
A
1
%
4.7
7.0
23.3
39.5
25.6
3rdDimension (Recognition) average
3.96
0.997
A
According to the table above, the statement with the highest response was S20, which stated that “I am more productive and motivated to do my work because of my organization’s recognition program.” It had a mean of 3.74 and a standard deviation of 1.1081. The second highest response rate was linked to statement S16, which stated, “Most organizations in the hospitality industry provide adequate details about performance measures.” It had a mean of 4.23 and a standard deviation of 0.868. The statement with the third highest response rate was S19 and it stated that “I often surpass what is expected of me because of the recognition my organization gives me.”
It’s mean and standard deviation were 4.05 and 1.154, respectively. The fourth highest response rate was attributed to S15, which stated that “Employees in the hospitality industry get proper recognition for their work.” It had a mean of 3.93 and a standard deviation of 0.961. The statement with the fifth-highest response was S18. It stated, “The organization’s recognition program keeps me motivated to stay in the workplace.” It’s mean and standard deviation were 3.88 and 0.931, respectively. Finally, the statement with the least response rate was S17, which stated that “All types of skills and competencies are recognized in the hospitality industry.” It had a mean of 3.74 and a standard deviation of 1.071.
Result Analysis: In sum, the results depicted above show that the mean of the third dimension of analysis was 3.96 with a standard deviation of 0.997. This finding shows that the respondents generally had a positive review of their organizations’ employee recognition programs.
Fourth Dimension Findings
The last dimension investigated in the questionnaire related to the respondents’ views regarding opportunities for career growth. In this assessment, they responded to four statements. The findings are depicted in table 4.8 below.
Table 4.8. Opportunities for Growth (4th Dimension) Findings (Developed by the Author).
No
Statements
Degree of agreement
Mean
STD
Rate
Rank
SD
D
N
A
SA
S21
I believe the policy and structure of most organizations in the hospitality industry support employee growth
F
20
64
132
123
55
3.33
1.064
N
4
%
5.1
16.2
33.5
31.2
14.0
S22
The value created by existing employee training programs in the hospitality industry is good
F
13
72
122
124
63
3.39
1.060
N
3
%
3.3
18.3
31.0
31.5
16.0
S23
It is easy to justify the resources spent on employee training in the hospitality industry
F
14
77
109
109
85
3.44
1.134
A
2
%
3.6
19.5
27.7
27.7
21.6
S24
I have adequate opportunities for growth in the hospitality industry
F
8
64
103
162
57
3.50
0.994
A
1
%
2.0
16.2
26.1
41.1
14.5
4thDimension (Culture) average
3.55
1.002
A
According to the table above, the statement with the highest response was S24, which stated that “I have adequate opportunities for growth in the hospitality industry.” It had a mean of 3.50 and a standard deviation of 0.994. The second highest response rate was attributed to statement S23, which stated, “It is easy to justify the resources spent on employee training in the hospitality industry.” It had a mean of 3.44 and a standard deviation of 1.1134. The statement with the third highest response rate was S22 and it stated that “The value created by existing employee training programs in the hospitality industry is good.” It’s mean and standard deviation were 3.39 and 1.1060, respectively. The statement with the least response rate was S21, which stated that “I believe the policy and structure of most organizations in the hospitality industry support employee growth.” It had a mean of 3.33 and a standard deviation of 1.064.
Result Analysis: In sum, the results depicted above show that the mean of the fourth dimension of analysis was 3.55 with a standard deviation of 1.002. This result shows that the respondents generally had a positive view regarding the opportunities for work in their organizations. The other aspect analyzed in this study related to group variables and the findings is highlighted below.
Group Statistics and Variances
Table 4.9 below explains the results of the group statistics.
Table 4.9. Group Statistics (Source: Developed by the Author).
Group Statistics
KT
Gender
Number
Mean
STD
T value
Df
Sig
Female
15
3.5452
.71977
.627
340
.531
Male
60
3.4800
.80401
.668
An analysis of the effect of attitudes towards work and job satisfaction was done using the ANOVA method and the results appear in Table 4.10 below.
Table 4.10. ANOVA Findings – Attitudes towards Work and Effects on Job Satisfaction (Source: Developed by the Author).
Dimension
Sources of Variances
Sum of squares
Df.
Means Squares
F
Sig
Attitudes towards work
Between Groups
5.600
3
1.867
3.075
.028
Within Groups
205.190
338
.607
Total
210.790
341
According to the statistics shown above, the significance value of the relationship between the employees’ attitudes towards their work and job satisfaction is indicated as 0.028. This means that the two factors are significantly related. An analysis of the sum of least squares also highlights the same point because the findings between groups emerged as 5.600. Comparatively, the value within groups was 205.190. Broadly, this finding means that the positive attitude that the employees had regarding their work affected their job satisfaction levels. This fact is supported by the value of 0.028, which affirms a relationship between the two variables (employee attitude and job satisfaction). Table 4.14 below also alludes to the same view.
Table 4.11. Attitude towards Job and Job Satisfaction Findings (ANOVA) (Source: Developed by the Author).
ANOVA
Attitudes
Sum of Squares
df
Mean Square
F
Sig.
Between Groups
5.600
3
1.867
3.075
.028
Within Groups
205.190
338
.607
Total
210.790
341
An analysis of the correlation between the four dimensions highlighted in this paper revealed the following outcomes in table 4.15 below.
Table 4.12 Correlation among Dimensions (Source: Developed by the Author).
D1
D2
D3
D4
D1
Pearson Correlation
1
.410**
.569**
.749**
Sig. (2-tailed)
.000
.000
.000
N
364
358
356
351
D2
Pearson Correlation
.410**
1
.587**
.451**
Sig. (2-tailed)
.000
.000
.000
N
358
359
357
351
D3
Pearson Correlation
.569**
.587**
1
.660**
Sig. (2-tailed)
.000
.000
.000
N
356
357
357
351
D4
Pearson Correlation
.749**
.451**
.660**
1
Sig. (2-tailed)
.000
.000
.000
N
351
351
351
351
According to table 4.11 highlighted above, all the four dimensions (attitudes towards work, pay view, perceptions regarding employee recognition programs, and career development opportunities) investigated in the paper were correlated. The 0.000 significance level highlighted in the table above supports this view. Correlation is affirmed because such significance is often affirmed at 0.01 for a 2-tailed analysis. This fact is based on the 0.000 significance value attributed to them. It represents correlation because such an outcome is significant at level 0.01 for a 2-tailed analysis.
Despite the existence of correlation among all the four dimensions investigated in the study, the strongest correlations were observed between dimensions four and one (career development and attitudes towards work). The second highest correlation was observed between dimensions three and four (recognition at work and employee pay/remuneration). Dimensions three and two had the third-highest correlations, while dimensions one and three had the fourth-highest correlation. Lastly, dimensions two and one had the weakest correlation (employee pay/remuneration and attitudes towards work). Broadly, because the findings highlighted in this section of the report affirm correlation between all the four dimensions, job satisfaction also emerged as having a strong relationship with the variables highlighted.
Hypotheses Testing
The process of hypothesis testing involved the use of the simple linear regression technique. Table 4.16 below highlights the outcomes of the hypothesis test
Table 4.13 Hypotheses Test Findings (Source: Developed by the Author).
Hypothesis
Sum of Square
Mean Square
R
R square
F
Sig
H1
100.282
100.282
.690
.476
308.539
.000
110.508
.325
H2
45.672
45.672
.465
.217
94.044
.000
165.118
.486
H3
93.165
93.165
.665
.442
269.296
.000
117.625
.346
H4
144.300
144.300
.827
.685
737.885
.000
66.490
.196
According to the table above, it was established that Chinese graduates in the hospitality industry have a positive attitude towards their work. This view stems from the fact that the significance is 0.000 and the r-square value is 0.476. Based on these findings, the first hypothesis for the first research question (H1) “Chinese graduates in the hospitality industry have a positive attitude towards their work” is affirmed. It was also established that Chinese graduates in the hospitality industry were satisfied with their pay. This view was affirmed by the significance value of H2, which was 0.000, and the r-square value of 0.217, which affirms significance as well. Based on these findings, hypothesis 1 for the second research question “Chinese graduates in the hospitality industry are satisfied their pay” is affirmed.
The above table also shows that Chinese graduates in the hospitality industry feel adequately recognized for their work. This view is established because the significance value of H3 is 0.000, while its r-square value is 0.442, which signifies correlation. Based on these findings, hypothesis 1 for the third research question “Chinese graduates in the hospitality industry feel adequately recognized for their work“ is affirmed. Lastly, the same outcome is true for hypothesis 1 in the fourth research question because the hypothesis “Chinese graduates in the hospitality industry have adequate opportunities for career growth“ is affirmed by the significance value of 0.00 and the r square of 0.685, which support a similar narrative.
Conclusion
As highlighted in the first chapter of this dissertation, in this study, the researcher sought to investigate the employment status and job satisfaction levels of Chinese graduate students in the hospitality industry. Four research questions guided the review. They sought to find out the attitudes of Chinese graduates in the hospitality industry regarding their work, how satisfied they were with their pay, whether they felt adequately recognized for their work and if they believed they had adequate opportunities for career growth.
Regarding the employment status of the respondents, it was established that most of them were chiefs. In fact, according to the findings depicted in chapter 4, this group of employees accounted for 33% of the total sample. The least profession pursued by the respondents was restaurant managers. The same respondents also expressed positive views regarding the four dimensions explored in the study (attitudes towards work, pay, employee recognition programs, and career development opportunities).
As highlighted in the second chapter of this report, Maslow’s hierarchy of needs was the main conceptual framework for this study. To recap, it contains five levels of needs that define job satisfaction levels. They include physiological needs, safety needs, the need to be loved and belong, self-esteem needs, and self-actualization needs. Since the researchers held favorable views regarding the four dimensions that were explored in this study (attitudes towards work, view on pay, employee recognition levels, and opportunities for career growth), it is established that the graduate employees generally had high levels of job satisfaction.
This first dimension of job satisfaction, which was explored in this study (employees’ attitudes towards work), could be affected by all the five levels of Maslow’s hierarchy of needs. In other words, the ability of the employers to meet any of the five levels of needs could affect the respondents’ attitudes towards their work. Their positive perception of pay means that their physiological needs could also be met by the remuneration they receive for their work. The same could be said for safety needs if they are perceived within the prism of “social safety” because their jobs often give them health insurance and such like privileges.
Opportunities for career growth could be perceived as a representative of esteem needs within Maslow’s hierarchy structure because the employees would feel better about their work if they knew that there were opportunities to further scale up the career ladder compared to a situation where such opportunities did not exist in the first place. In other words, opportunities for career growth and development could be responsible for making the employees feel better appreciated for their work. Here, the assumption is that their employers appreciate the input they make in their work. Therefore, the available opportunities for career advancement are bound to have a positive effect on their esteem because they hold favorable views regarding the internal growth prospects of their organizations. Relative to this assertion, opportunities for career growth and development emerge as important predictors of employee engagement and job satisfaction among the graduate employees.
The positive view of the informants regarding opportunities for career growth is also linked to their favorable perceptions of employee recognition programs because the respondents said they were generally appreciated for their work in the hotels. Since employee recognition is not necessarily a financial measure of job satisfaction, it generally fits within Maslow’s third tier of need – love, and belonging. In other words, in most cases, employee recognition programs make workers feel loved and appreciated for the work that they do.
Broadly, the findings of this report show that the positive views that the respondents held regarding the four variables investigated could largely be attributed to the fact that they met the threshold of four levels of needs as defined by Maslow – physiological needs, safety needs, the need to be loved, and self-esteem needs. The only measure of employee satisfaction that did not resonate with the responses gathered in this study was self-actualization needs. This outcome is common because few employees often have this need met.
The findings highlighted in this paper seem to differ significantly from previous research studies (highlighted in the literature review segment), which have shown that graduate employees tend to be more dissatisfied with their work compared to those who have lower educational qualifications. Reasons for the difference could be varied, but cultural differences could provide a reasonable explanation for the disparity because Chinese cultural influences may have a significant impact on the respondents’ work ethics and expectations. At the same time, social and economic factors could be largely responsible for these differences because disparities in pay and work expectations could be affected by the same factors. For example, China generally has cheaper labor compared to most western countries. This difference in average wages between the communist nation and western countries could account for the disparity in findings between the current and past studies.
The generally favorable views that the respondents held regarding employee pay could be subject to the above-mentioned factors because a Chinese graduate may be more satisfied with a lower pay compared to a European graduate. Therefore, economic differences between china and western countries could largely explain the disparities in findings highlighted in this report and those presented by others. Social and cultural differences between the Chinese and western graduates could also explain why most of the sampled respondents were generally satisfied with their employer’s recognition programs and career development opportunities. In other words, western nations tend to have higher expectations regarding their work and employment opportunities compared to Asian graduates. Therefore, they may be more dissatisfied with their work compared to Chinese graduates.
This difference is largely explained by possible variations in work expectations between the two sets of graduates. Social and cultural differences between the Chinese and western countries could also explain why the Chinese graduates generally had positive attitudes regarding their work, while other studies have shown that similar graduates tend to have negative views regarding their jobs. Indeed, social and cultural factors affecting employees could affect their job satisfaction levels because issues relating to communication in the workplace, relationships among employees, job responsibilities, and work/life balance are affected by culture. In turn, they influence employee attitudes toward work. Therefore, cultural differences between western and Chinese graduates could be responsible for these differences.
Recommendations
As highlighted in chapter three of this paper, the findings depicted in this review are mostly indicative. Future research should strive to provide empirical evidence explaining the differences between the findings of this paper and those of other studies. This view is made about the fact that past studies have generally pointed out a general level of dissatisfaction among graduate employees regarding their work. Although this paper contains possible reasons for this disparity, future research should investigate this issue, preferably using a qualitative research approach to comprehend cultural and social issues that may be influencing the respondents’ views regarding their work.
Since this paper has focused on Chinese graduate students in the hospitality industry as the main research sample, it is imperative for future researchers to also investigate the job status and satisfaction levels among workers in the hospitality sector who are not of Chinese descent. The same analysis could extend to include employees who are not graduates or who have a master’s degree or higher. Such an analysis would further increase the richness and quality of information regarding job satisfaction in the hospitality industry. Broadly, doing so would be beneficial to the industry because it is commonly associated with high levels of employee turnover.
The findings of this paper are useful in understanding the employment status and job satisfaction levels among Chinese graduates in the hospitality industry. They fill a key gap in the literature, which stems from the fact that past research studies have failed to explore the job satisfaction status of Chinese graduates in the hospitality industry. Concisely, the findings of this paper feed into a growing need to understand the intricacies of the Chinese tourism industry, which is growing significantly and is buoyed by a growing middle class. Therefore, the findings of this paper help to understand the main factors influencing job satisfaction among Chinese graduates in this industry. Consequently, it is easy for managers to understand which aspects of organizational performance need to be adjusted or complemented for improved service delivery. Doing so could significantly reduce the rate of employee turnover in hotels that have Chinese graduates.
The findings of this paper also underscore the role of institutions of higher education in defining the expectations of graduate management students in the hospitality sector because before they enter the industry, they have little or no expectations of what to expect in the profession. However, after getting an education, they form new expectations of their pay, career growth limits/opportunities, and even the type of recognition they should get. This area of study also emphasizes the need to further understand the varying social and cultural factors that affect job satisfaction among employees.
The importance of doing so emerges against a backdrop of findings, which have only strived to investigate the employment status of graduate employees based on employee samples from (largely) western countries. Therefore, the findings developed in this study are context-specific. The same characteristic influences the generalizability of these findings because it is difficult to apply them to graduate employees who are not of Chinese descent. As highlighted in the third chapter of this paper, this is a significant limitation of this study. Nonetheless, understanding employee perceptions about their work is a process that has several implications for the current education system and the working conditions of graduates who have studied hospitality management because stakeholders may want to improve these sectors based on such information.
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Appendix
Questionnaire
Please put (√) at the appropriate answer: First: Demographic information
Gender
Male
Female
Age
Less than 30 years
30 to less than 40 years
40 to less than 50 years
50 to less than 60 years
Job Title
What is your job Title?
Work Experience
Less than 1 years
1 to Less than 5 years
5 to less than 10 years
10 to less than 15 years
15 years and above
Please answer the following statements by selecting your degree of agreement or disagreement by ticking (√) the appropriate box based on the merits or demerits of the questions outlined in the matrix below.
Key
1 Strongly Disagree
2 Disagree
3 Neutral
4 Agree
5 Strongly Agree
Degree of agreement
1
2
3
4
5
Statements
Dimension 1: Attitudes towards Work
S1
O
O
O
O
O
The hospitality industry offers many interesting careers
S2
O
O
O
O
O
Most of the jobs in the hospitality industry are low-skilled
S3
O
O
O
O
O
The working hours allocated to workers in the industry are too long
S4
O
O
O
O
O
It is difficult to strike a good work/life balance
S5
O
O
O
O
O
I get to learn new things from my work everyday
S6
O
O
O
O
O
I take pride in my job
S7
O
O
O
O
O
Management is paying attention to employee needs
S8
O
O
O
O
O
I got a career in the hospitality industry accidentally
ل
Dimension 2: Pay
S9
O
O
O
O
O
Workers in the hospitality industry get proper remuneration for their work
S10
O
O
O
O
O
The salary paid to workers in the hospitality sector aligns with industry standards
S11
O
O
O
O
O
I would consider working for a different industry if my pay is inadequate
S12
O
O
O
O
O
Employees in the hospitality industry are generally underpaid relative to graduates in other professions
S13
O
O
O
O
O
Poor pay would affect my motivation to work in the hospitality industry
S14
O
O
O
O
O
Higher wages automatically lead to employee satisfaction and low employee turnover rates
Dimension3: Recognition
S15
O
O
O
O
O
Employees in the hospitality industry get proper recognition for their work
S16
O
O
O
O
O
Most organisations in the hospitality industry provide adequate details about performance measures
S17
O
O
O
O
O
All types of skills and competencies are recognised in the hospitality industry
S18
O
O
O
O
O
The organisation’s recognition program keeps me motivated to stay in the workplace
S19
O
O
O
O
O
I often surpass what is expected of me because of the recognition my organisation gives me
S20
O
O
O
O
O
I am more productive and motivated to do my work because of my organisation’s recognition program
Dimension 4: Opportunities for Growth
S21
O
O
O
O
O
I believe the policy and structure of most organisations in the hospitality industry support employee growth
S22
O
O
O
O
O
The value created by existing employee training programs in the hospitality industry is good
S23
O
O
O
O
O
It is easy to justify the resources spent on employee training in the hospitality industry
S24
O
O
O
O
O
I have adequate opportunities for growth in the hospitality industry
Working in the hospitality industry is both exciting and strenuous since it provides a plethora of opportunities for personal and professional development, simultaneously creating an impressive workload. As an intern at the Connaught Hotel, I managed to develop a range of communication and teamwork skills, the ability to organize and self-manage my tasks, and the tendency to educate myself by learning from workplace experiences. By focusing on time management and communication, I created the environment in which I could succeed continuously due to the active learning process and the promotion of self-directed learning.
According to the contract, I had to work 40 hours a week, with five working days and two days off. Since there were three shifts at the reception desk (early: 07:00-15:30, late: 14:30-23:00 and night: 22:30-07:00.), I kept rotating from morning tonight. While it was rather difficult to adjust to the specified schedule at first, it provided opportunities for managing my time more effectively.
Log Entries
Date:Place: The Connaught hotel
What happened? My first week at Connaught turned out to be quite stressful since I had a star rating inspector arriving at Connaught as a mystery guest. Since his room was booked at the last minute, there was a significant delay with the check-in process. To manage the problem, I offered the inspector complimentary drinks and collaborated with the rest of the hotel staff to prepare the room, the keys, and the registration card.
Reflections on experience. Although the situation was overall quite stressful, it provided a crucial opportunity for me to train communication skills that are necessary for a hotel receptionist (Nickson 2007; Mullins 2001; Mullins 2010). While there was a significant challenge to the immediate management of the issues concerning the guest’s check-in, the described experience taught me how to manage similar scenarios in the future.
Learning from the experience Coordinating the situation with the mysterious guest has taught me the essentials of problem-solving ad orientation (particularly, I have understood how to manage several tasks under very limited time) (Foot & Hook 2011; Carmichael, Collins, Emsell & Haydon 2011). I have also realized the importance of teamwork since the described experience required fast coordination of the staff’s actions (DuBrin 2013).
Action plans To improve my current abilities, I plan to focus on exploring various time management techniques. Also, I will need to develop negotiation skills as an important part of collaborating in complicated situations (Gilmore & Williams 2013).
Date:Place: The Connaught hotel
What happened? Due to the lack of collaboration between staff members, I accidentally checked a visitor into the room that had not been cleaned after previous guests had stayed there. After apologizing to the guest, I asked whether they would like to transfer to another room, or whether they wanted to keep their room, in which case they could wait while enjoying our complimentary services. The guest chose the latter, after which he revealed himself to be the inspector.
Reflections on experience. The fact that the room had not been cleaned properly before the arrival of the guest could be attributed to miscommunication in the hotel. Although I did my best to maintain collaboration with colleagues consistent, the lack of tools for communication and control was slightly noticeable at Connaught.
Learning from the experience The situation described above helped me to train several important skills. First and foremost, I have realized once again how important collaboration and teamwork in the hotel setting is (Nickson 2007). Unless I had used cooperation skills, the test would have been failed. Moreover, I managed to acquire the skills associated with the expeditious organization and problem-solving (Legge 2005).
Action plans To improve my professional skills, I will need to develop the ability to respond to unexpected situations adequately. The skills such as multitasking, self-management, and the committee will need to be trained further so that I could meet high-quality standards.
Date:Place: The Connaught hotel
What happened? Another incident involving inconsistencies in thebooking service occurred when one of the guests tried checking in the room that had already been booked.The client proved that he was the first to have booked the room by showing the receipt, which meant that I had to make a decision very fast to retain the customer. I apologized profusely and suggested the visitor staying in the showroom used for the introduction day, with the following transfer of the client to a new room with extra services, including a bottle of the “Veuve Cliquot” champagne. The guest was satisfied with the provided solution and expressed his gratitude.
Reflections on experience. What seemed to be a drastic situation that could have ended up in a disastrous conflict and the loss of a client was managed successfully, which made me very happy. This experience exemplifies the importance of applying problem-solving skills and focusing on customer satisfaction as the ultimate goal (Carmichael et al. 2011). Therefore, the decision to use extra services to accommodate the client and offer him the freedom of choice was critical for maintaining service quality (Nickson 2007).
Learning from the experience The problem described above has served as an important lesson in maintaining customer satisfaction levels high and being able to negotiate. Furthermore, the specified occurrence required a significant amount of self-control from me since I was terrified of the mistake at first (Legge 2005). Thus, the experience has taught me that self-management is a critical aspect of working as a receptionist and meeting customers’ needs (Mullins 2010).
Action plans While the scene described above showed that I had the potential for engaging in complex problem solving and was learning to manage my emotions, the instant rush of panic that I felt when discovering the error shows that I need to work on my self-management abilities further. Specifically, I will need to introduce more rigid control tools for objective thinking and decision-making (Nickson 2007). The learning results will enable me to work even under the conditions that can be deemed as stressful.
Date:Place: The Connaught hotel
What happened? A guest complained about the construction noise coming from his window, which should not have been the case since he had specifically booked the quietest room in the hotel. Relocation to a quiet upper-floor room with a courtyard view was offered to the customer, to which he agreed gladly. It was noted that a room with a courtyard view should be offered to the customer next time when he visits the hotel.
Reflections on experience. Compared to previous cases, where clients voiced their discontent rather expressively, the guest in the specified instance was very upset. Therefore, it was critical to offer him emotional comfort along with improved services (Nickson 2007; Mullins 2001).
Learning from the experience Similarly to the scenarios mentioned above, the case in question indicates the lack of consistency in the communication between the reception department and the rest of the hotel staff causes significant troubles in delivering the services of proper quality to customers. The experience has taught me that cross-disciplinary communication coupled with an effective communication framework helps to address service-related inconsistencies and retain customers’ loyalty (Legge 2005).
Action plans To advance further in my professional development, I will need to pay closer attention to the promotion of the consistent dialogue between staff members at the hotel. Otherwise, issues involving mismanagement of customers’ needs will continue to occur (Carmichael et al. 2011; DuBrin 2013). Furthermore, I will need to acquire leadership skills that will help me to establish control over the provision of check-in- and check-out-related services for visitors.
Date:Place: The Connaught hotel
WHAT HAPPENED? Two guestswith the same name-checked in Connaught roughly at the same time, which led to minor confusion. My colleague nearly provided the wrong keys, which may have led to customers’ irritation and dissatisfaction. However, I managed to give her a sign to show that she made a mistake and the [problem was successfully avoided.
Reflections on experience. The described problem shows how important collaboration between staff members in a hotel is. Moreover, the communication process has to occur on both verbal and nonverbal levels, as the case is exemplified.
Learning from the experience The situation mentioned above taught me about the significance of nonverbal communication and the ability to perform the role of a leader when working in a team (Nickson 2007).
Action plans To enhance my leadership skills, I will need to familiarise myself with specific types thereof, such as the transformational, transactional, laissez-faire, and other approaches toward leading others (Legge 2005).
Conclusion
By introducing the principles of self-management and aligning my priorities, I have succeeded in becoming not only a proficient receptionist but also an active learner during my current internship at the Connaught hotel. The focus on developing teamwork-related skills has proven to be particularly important since it allowed me to enhance the process of knowledge-sharing and time my performance. Thus, overall, the experience at Connaught was priceless due to the important lessons that I inferred from my work at the hotel.
Evidence Portfolio
Employability skills evidence sheet
Employability Skill: Communication (ensuring that all information about what is happening at the hotel is available to all staff members)
Reference:
Evidence: The performance appraisal document attached below is indicative of my ability to communicate essential information to all team members and utilize all available data management tools.
Reflection and Evaluation: During my first week of internship at the Connaught hotel, I was provided with extensive instructions concerning information management within the company. I participated in a presentation for new staff members, during which critical recommendations concerning data management were introduced, including guidelines for conversing with customers and consulting them, as well as maintaining the regular dialogue with fellow staff members (Patriani et al. 2018). Effective use of nonverbal communication techniques was demonstrated during the presentation, thus providing me with crucial pieces of advice. Moreover, tips concerning the proper use of leadership skills were offered, which helped me to expand my knowledge of how to become an effective team leader. The new information turned out to be very useful since several days later I managed to avoid a large problem by keeping all team members informed about the changes in the hotel (Yilmaz 2018). Specifically, I succeeded in averting a situation that was very similar to the case with the guest who complained about the noise. Also, I checked the requirements for the room several times and ensured that it contained the items that the customer requested specifically.
Action Plan for future development: To improve my skills, I will need to train communication skills in tandem with leadership abilities to understand how one affects the other (Corbridge & Pilbeam 2010). For instance, it will be crucial for my professional development to focus on acquiring cross-cultural communication skills since, as a receptionist, I often have to converse with people of the ethnic and cultural backgrounds other than mine. Thus, building cross-cultural communication skills will help to avoid misunderstandings. Additionally, even though I have learned to differentiate between verbal and nonverbal communication tools, I still need to train my skills in applying it to different contexts and situations (Beardwell & Claydon 2010). Thus, I will be able to handle the conflicts of any complexity, prevent them from taking place, and, which is more important, to learn from misunderstandings and misconceptions (Lucas, Mathieson & Lupton 2006). While preventing mistakes is critical, it is also important to derive valuable lessons from the ones that are out of one’s control.
Employability skills evidence sheet
Employability Skill: Teamwork
Reference:
Evidence: The performance appraisal given to me by the Connaught Hotel proves that I have succeeded in managing tasks within a team and collaborate with experts from different fields of hotel management to ensure high satisfaction rates among customers.
Reflection and Evaluation: Being able to collaborate within an interdisciplinary team of experts is a crucial skill that a number of the hospitality industry has to learn to meet the needs of clients. The Connaught Hotel has provided me with extensive opportunities for enhancing my collaboration skills due to its environment, quality standards, and vision. I managed to learn how to improve communication between staff members to prevent the case in which service quality drops as a result of miscommunication. Specifically, after a training process that involved simulations of scenarios in which active communication was required, I realized that I became much more confident in cooperating with staff members under rather stressful circumstances. Also, the training that I received showed that I had to focus on managing my emotions and focusing on task management. In the rare instances of miscommunication, such as the cases involving messy rooms or room mix-ups, I trained myself to stifle my irritation with the mistakes of my co-workers and, instead, geared my energy toward reducing customers’ dissatisfaction. Thus, working at Connaught helped me to prioritize my actions in situations involving conflicts or confusion by focusing on the needs of clients rather than the source of my discontent. As a result, the number of conflicts within a team reduced significantly during my work at Connaught, which also had a positive effect on meeting visitors’ needs.
Action Plan for future development: Presently, I will have to address the issue of emotion control during teamwork issues and ensure that I am capable of working under significant emotional pressure, at the same time providing well-thought-out, appropriate responses. Although the practice at Connaught has proven that I can ignore the feeling of anger, irritation, being hurt by a careless remark, and any other factors that may shape my responses. Furthermore, difficult cases that I faced during teamwork at Connaught have indicated that I can handle a team-related dilemma objectively and effectively despite my negative emotions. However, it will also be necessary for me to learn to channel my negative emotions into more productive activities, such as a more detailed analysis of a situation (Price 2004; Boella & Pannett 2003). Presently, I have troubles focusing on cooperation whenever feeling distressed, which means that self-control skills as a crucial part of teamwork will be required.
Employability skills evidence sheet
Employability Skill: Time management
Reference:
Evidence: It is mentioned in the performance appraisal provided by the Connaught Hotel that I have advanced significantly in my time management abilities.
Reflection and Evaluation: The Connaught Hotel has provided me with strategies for addressing the issue of providing the needed services in a timely fashion. Moreover, the training included considering the situations in which immediate decisions had to be made under significant time pressure. In retrospect, handling the problem of effective time management was one of my greatest concerns since I could not prioritize tasks when arriving at my place of work. The pieces of advice provided by the manager were quite helpful in shaping my approach to meeting my schedule. Furthermore, the fact that I was not oblivious to my problem with managing time was also an important strength. However, adjusting to the environment of Connaught and shaping my time management skills required a concentrated effort. For instance, I recognized the significance of arranging the process of check-in so that it could take no more than 5 minutes according to the company’s standards. Moreover, a couple of accidents involving a messy room that had not been cleaned before a guest’s arrival have shown that I needed to include factors such as communication and collaboration into my time management.
Action Plan for future development: Improving my existing time management skills will require gaining a better understanding of the technology used for the specified process. Although I am briefly familiar with digital tools for checking customers in and out, I still could use some training to learn to estimate time reasonably. For example, it will be necessary for me to learn how to reduce the time that customers spend in the queue. Furthermore, tracking activities with the help of a time log may also help me to understand why I spend so much time on the tasks that should take place at least twice as faster. The proposed changes in my training process will allow me to improve the current time management strategy.
Employability skills evidence sheet
Employability Skill: Self-management
Reference:
Evidence: The Connaught Hotel has provided me with a written recognition of my success in managing all of the tasks properly and swiftly due to my ability to address key issues, arranging the priorities properly, delegating tasks, and ensuring that the quality of the services remains consistently excellent.
Reflection and Evaluation: Due to the rigid standards set by the Connaught Hotel for quality management, meeting the company’s requirements was rather challenging, yet it also helped me to explore the opportunities for professional growth. To ensure that I could manage my responsibilities even with several gaps in my time management approach, I introduced a system of prioritizing tasks and ensured that the communication between the reception department and the rest of the hotel’s teams remains uninterrupted. Also, I developed several important leadership skills while working in a team, primarily, the ability to delegate responsibilities effectively and control the performance of key tasks. Different data management tools including handoff communication devices and databases were used to keep the process of information sharing consistent (Euromonitor International 2012). Overall, I have proven to be able to use key self-management strategies successfully and, despite minor hiccups that occurred in the first few days of my work, the rest of the tasks were handled rather well. In hindsight, what helped me to meet my responsibilities and perform the key tasks properly was resourcefulness. Although I was on my learning curve and, therefore, particularly prone to a range of mistakes, most of the possible issues were avoided without major efforts. Overall, I believe that I have met the standards for self-management in the specified setting.
Action Plan for future development: Currently, I need to control the ability to meet the set deadlines and prevent instances of delays. Therefore, designing a strategy for better coordination of time and the set responsibilities will be required. Moreover, future development will have to include the focus on exceeding expectations in task performance (Rousseau & Schalk 2000; Winstanley & Woodall 2000). Specifically, it will be needed to build my emotional intelligence to respond to customers’ needs more promptly. By using empathy as the means of building customer relationships, a receptionist will make it possible to maintain customers’ impressions about the hotel and its services positive even with minor issues in its performance.
Employability skills evidence sheet
Employability Skill: willingness to learn
Reference:
Evidence: The feedback from the Connaught hotel manager includes the reference to my ability to learn new skills fast and build on the existing knowledge base, thus expanding it regularly and enriching it with new experiences.
Reflection and Evaluation: The inclination to acquiring new abilities and skills is, perhaps, one of the intrinsic aspects of any job, including the ones in the hospitality industry. However, given the need to communicate with a large number of new people every day and maintain positive relationships with current guests, the willingness to learn is especially important for a hotel receptionist. During my internship at Connaught, I recognized the necessity to learn from every new experience and build a profound knowledge system that will become the platform for my continuous learning. Thus, the development of the tendency to be a lifelong learner can be seen as one of the most valuable lessons that I have learned while working at Connaught. The opportunity to connect theory to practice by applying the newly acquired knowledge to solving work-related issues was also a priceless experience that helped me to start a new learning curve and become a lifelong learner.
Action Plan for future development: To improve my skills and acquire new knowledge with every new workplace experience, I will need to arrange and process the received information properly. Thus, I will need to learn to analyze the situations that I face in the workplace from an objective perspective and define in which areas the acquired information can be used. Moreover, it will be crucial for me to improve my abilities to translate theory into practice and vice versa to become a lifelong learner. Finally, using the principles of cross-cultural communication when conversing with clients and colleagues alike will help me to gain new skills and knowledge that a receptionist needs especially.
Employability skills evidence sheet
Employability Skill: multitasking
Reference:
Evidence: the Connaught Hotel has also provided the feedback in which the manager detailed my ability to perform multiple tasks simultaneously, maintaining the quality of the services at the necessary level.
Reflection and Evaluation: I have to admit that the first day of working as a receptionist at the Connaught hotel was a shock for me. While I did my best to keep track of all processes related to my area of expertise, it seemed impossible for me to maintain every single one of them under constant supervision. As a result, during my first day, I made quite a lot of minor errors. However, as my experience kept increasing, I realized that there was a rather simple recipe for multitasking in the Connaught hotel setting. As soon as I learned the routine, I spent a significant amount of my efforts monitoring the key processes for possible issues, thus removing the hindrances that could have blocked reception-related processes. Thus, while working at Connaught, I realized how important the ability to multitask was.
Action Plan for future development: Although I did a rather good job of performing multiple tasks in the Connaught setting, there is still a lot that I can learn. For example, it will be necessary to become proficient in using the relevant software for maintaining the data flow consistent and uninterrupted. Also, it will be critical to learn to avoid distractions and develop the ability to manage tasks in blocks (Perkins & White 2008). The first proposed technique will lead to better concentration, helping me to ignore the factors that typically distract me in the workplace (Rust, Zeithaml & Lemon 2004). The second approach, in turn, will allow me to locate the links between the key tasks, thus determining the strategy for managing them simultaneously and saving as much time as possible.
Employability skills evidence sheet
Employability Skill: Commitment
Reference:
Evidence: The manager expressed his gratitude for my staying committed to the goals of the company throughout the practice at the hotel. The manager expressed his hope that I would continue working at Connaught after graduating.
Reflection and Evaluation: Staying committed to the Connaught hotel and its managers implied significant challenges since it involved meeting all of the existing standards and even exceeding expectations. However, I did not see the specified task as tiresome since I had already developed a significant degree of loyalty to the organization. From the organizational perspective, demonstrating commitment implied following the company’s values, vision, and ethics fully when making decisions in the workplace (Armstrong 2009; Boella & Gross-Turner 2005). Since meeting customers’ needs and keeping their satisfaction rates high are two primary principles of the Connaught hotel, it was crucial to keep educating myself and improving my skills, which was the best way to show my commitment to the organization. As a result, within the next week, I started realizing that my English improved to a considerable extent and that I have gained an intrinsic understanding of how to manage difficult reception-related situations, including check-ins and check-outs, ensuring that the room has been prepared and controlling the quality by integrating teamwork-related principles into the workplace.
Action Plan for future development: The experience at Connaught has been a crucial stage in my professional growth since it is the first organization that introduced me to the environment of an actual business company and allowed me to see how the process of managing customers’ needs works (Pilbeam & Corbridge 2006). Therefore, I am truly grateful to the Connaught Hotel, which has made the levels of my commitment to its rise nat5urally. However, it will be necessary for me to learn when to focus on building commitment to a company despite minor and resolvable issues and when a company is not ready for cooperation and further fostering of workplace commitment in its staff.
Employability skills evidence sheet
Employability Skill: problem-solving
Reference:
Evidence: The organization has provided me with several cases when I had to manage quite dilemmas concerning the management of workplace issues, thus training my problem-solving skills.
Reflection and Evaluation: Developing problem-solving skills is an intrinsic element of any job. At Connaught, the main issue regarding problem-solving and the further decision-making concerned primarily the time constraints that made it very difficult to take the right step and ensure that customers remain satisfied. However, due to my ability to promote cross-disciplinary communication within a team, I managed to address minor instances of mismanaging the tasks by other staff members, as well as handle the issues caused by the gaps in my professionalism. Gaining resourcefulness and flexibility was another important effect of working at the Connaught hotel. Despite the rigid quality standards and rather effective control system, unexpected issues occurred during my internship several times, making me develop a framework for addressing accidents and reducing the threat of customer dissatisfaction (Taylor 2017; Sharma & Mishra 2018). Thus, I learned a vast range of negotiation strategies and approaches toward effective time management. Furthermore, the situations that I faced at the Connaught hotel often required using different leadership strategies, encouraging me to train new leadership skills and manage a team to improve its performance and enhance the quality of services. Overall, the practice at Connaught was challenging yet exciting, with a plethora of important lessons to consider and a wide array of insights into the job of a receptionist, the concept of workplace ethics, and the future personal and professional development.
Action Plan for future development: While my current ability to resolve complex situations is quite high, I will still need to continue improving my professional skills. After having received a powerful impetus for acquiring new competencies at Connaught, I am fully geared toward exploring other strategies for problem-solving such as brainstorming and creative thinking. At present, I feel that I am quite good at utilizing active listening and nonverbal communication to establish a connection with customers, yet I could use other skills such as thinking outside the box and use emotional intelligence to cater to the needs of each visitor more effectively.
Employability skills evidence sheet
Employability Skill: language skills
Reference:
Evidence: While working at the Connaught hotel, I was provided with a chance not only to train my language skills regularly but also to test my proficiency in the English language. The recommendation provided by the hotel manager indicates that I have developed quite a prowess in speaking English.
Reflection and Evaluation: Since communication at Connaught was exclusively in English, the work at the hotel served as the practice for training the English language skills. Learning a language requires not only studying its grammatical rules and new words but also being able to use the acquired knowledge in a context. Therefore, by speaking English every day at the Connaught hotel, I managed to advance my English skills significantly and reach the levels of fluency. While I would not claim that I have mastered the language completely, I have certainly gained the experience that has allowed me to become a more confident user and acquire important listening skills.
Action Plan for future development: In addition to the current progress in listening and speaking, I will also need to search for other activities that will help me improve my newly acquired skills. Thus, weekly studies and training to enhance the language learning process will be required. Learning a language is a continuous process that is unlikely to ever stop, which means that I will have to work on my English abilities consistently. Training in four key areas, which include speaking, listening, reading, and writing should currently be the focus of my attention since each of the identified skills will be required for a hotel receptionist. I currently feel quite confident with my listening and speaking skills due to the extensive practice that I have received at the Connaught hotel, yet it is worth admitting that my writing abilities could use certain improvements. Reading does not imply significant challenges for me, either, yet writing is the area where I feel the least confident. Thus, as an ESL learner, I should focus on writing as much as possible and receive proper feedback to train new skills. The specified task includes not only English writing courses but also active communication on English-speaking forums and online communities, where I can train my writing skills actively. As a result, I will be able to progress as an ESL and acquire new skills.
Employability skills evidence sheet
Employability Skill: leadership
Reference:
Evidence: During my practice at the Connaught hotel, I received the confirmation from my manager concerning the successful progress as a leader of a team.
Reflection and Evaluation: One might believe that leadership is unrelated to the job of a receptionist, yet the training at Connaught showed me that a receptionist often has to make decisions, solve problems and arrange cooperation within a team, promoting effective communication. Therefore, a receptionist needs to have advanced leadership skills to keep the workflow flawless and ensure that customers feel comfortable and are satisfied. While working at the Connaught hotel, I learned how to be an effective leader and maintain communication across different departments of the hotel, thus preventing errors and misunderstandings.
Action Plan for future development: As a leader, I will need to learn to apply different types of leadership styles to different scenarios that may occur in a hotel. Thus, I will create the strategy for promoting quality and controlling key processes, but at the same time, I will provide the rest of the participants with enough autonomy to make decisions concerning other aspects of the hotel service.
Corporate Social Responsibility (CSR) Report
Corporate Social Responsibility: Definition
The phenomenon of Corporate Social Responsibility (CSR) was coined quite a while ago, has become an integral part of numerous corporate philosophies. At Connaught, the significance of CSR is very high, with managers focusing on integrating CSR-related principles into the process of decision-making (Kaiser 2017). Martínez, Fernández, and Fernández (2016) define CSR as the ability of an organization to be socially accountable for its choices. The specified definition signifies that CSR makes the cornerstone of modern corporate ethics and empowers a company to meet the needs of every stakeholder involved, including customers, partners, communities, and even the global community as a whole (Garrick 2015).
Why Companies Need Business Philosophy in the Workplace
The usefulness of business philosophy oriented at sustainability, corporate values, and global well-being might not be evident at first, yet after scrutinizing the effects of business philosophy, one will realize that it affects the productivity and quality of a company’s performance greatly. By promoting a particular business philosophy, an organization sets rather rigid standards for employees to follow during decision-making. As a result, the efficacy thereof rises exponentially due to the focus on promoting customer satisfaction, following corporate principles of quality and ethics, and promoting communication across the organization.
Connaught Hotel and CSR
The ideas of CSR are fully supported and actively promoted at Connaught. The organization’s values and corporate philosophy are geared toward enhancing CSR and encouraging staff members to make informed decisions with the values and philosophy of the company in mind (Dorobantu, Aguilera & Luo 2018; Kotler, Maon & Lindgreen 2016). According to the official statement of the organization’s representatives, the Maybourne Hotel Group, to which the Connaught hotel belongs, takes the idea of CSR very seriously and strives to promote the relevant values across its chain (Maybourne Hotel Group n.d.). Specifically, the company states that “Social responsibility and care for the environment are an integral part of the Maybourne philosophy” (Maybourne Hotel Group n.d., par. 10)
Therefore, the company does its best to position itself as the firm that upholds CSR values and maintains the associated ethical principles. Given the experience of working at the Connaught hotel as a receptionist, it would be reasonable to say that the statement provided above is quite honest and true. Although there are certain issues in the current approach for implementing corporate philosophy and ethical standards, the overall attitude toward managing organizational processes is well-meaning. Minor adjustments will have to be made to increase the efficiency of the Connaught hotel and increase customer loyalty levels.
Good Examples of CSR at Connaught
Environmental Efforts
Overall, the strategy that the Connaught hotel uses to maintain its environmental footprint at the minimum level possible is worth mentioning as its doubtless advantage. The organization demonstrates outstanding levels of responsibility regarding its use of recycling. All members of the organization are instructed to recycle used materials, which they follow precisely. Due to an elaborate system of waste classification, none of the utilized materials is wasted, which contributes to managing one of the key problems in the modern hospitality industry and especially in the setting of luxury hotels (Kang et al. 2015; Ghaderi et al. 2019).
The situation mentioned above is the exact manifestation of CSR principles thriving in the Connaught hotel setting. Due to the focus on the rational use of resources, the organization has been maintaining its status of an environmentally-friendly company and contributing to the cause of the recent environmentalism-related programs (Su et al. 2017; Mac et al. 2018). Although there are currently minor issues with the management of resources at the Connaught hotel, in general, the focus on recycling empowers the firm to affect the global community positively.
Philanthropy
The focus on philanthropy is another characteristic of Connaught that is indicative of its high SCR rates. By encouraging employees to participate in charity-related activities, the organization fosters the corporate philosophy aimed at support and assistance to those in need, especially the community members (Xiao, Heo & Lee 2017; Melissen et al. 2018; Supanti, Butcher & Fredline 2015). As a result, the current policies concerning philanthropy increase the levels of CSR among employees and foster the development of corporate values such as empathy and compassion in them.
Ethical Labor Practices
Of all its advantages regarding the promotion of SCR, the emphasis on ethics and equality is, perhaps, the most important one used at Connaught. The managers of the hotel ensure that the needs of all stakeholders from customers to partners to employees are met completely. The described strategy is quite demanding and painstaking, which makes the endeavors made by the hotel managers all the more valuable and worth appreciating (Farrington et al. 2017; Kim et al. 2017; Cha & Bagozzi 2016; Hughes & Scheyvens 2016).
The principles of ethical treatment are closely intertwined with the idea of social and cultural diversity at the hotel. At present, Connaught employs people from a large number of ethnicities and backgrounds, each of the staff members being provided with the required rights and opportunities. It is also remarkable that the organization focuses on deploying not only the principles of equality but also the idea of equity in its context, thus addressing the problem of unequal opportunities for a certain staff member.
Employees’ Well-Being
In addition to ensuring that the rights of staff members are recognized and met, Connaught managers provide numerous options for its employees to maintain proper health and prevent the development of disorders and diseases.
Due to the physical strain under which employees may find themselves, the services of a physician and a masseur are provided weekly. The specified addition to the list of advantages and benefits that staff members can enjoy in the workplace makes the Connaught administration especially thoughtful and caring (Eichar 2017; Jamali 2016; Aluchna & Idowu 2016). The observed attitudes toward employees at the Connaught hotel can be seen as the direct influence of the CSR principles that determine the organization’s focus and its relationships with its staff.
Contribution to Personal Development
My experience at Connaught has helped me to improve the current skills of information management, interdisciplinary collaboration, and decision-making, Also, it was important to see the process of a hotel functioning from within to recognize the underlying issues and learn to address the factors that may afterward become hindrances in delivering high-quality services. Working at Connaught was a crucial stage of my professional growth and it has provided me with a valuable experience that I will use in the future.
Bad Examples of CSR at Connaught
Housekeeping
From the environmental perspective, the approach that is used at Connaught to manage room order warrants a serious discussion. Due to the automatic change of linen, the organization leaves a large environmental footprint and causes significant damage (Zientara & Bohdanowicz 2016; Palacios-Florencio, Castellanos-Verdugo & Rosa-Díaz 2016). To address the problem described above, one should consider changing linen and performing similar services upon customers’ request. Thus, the extent to which the organization affects the environment will be reduced.
Food Waste
The high standards that the Connaught hotel sets condition the inevitable overuse of the available resources, food is one of them. Since the hotel must be prepared for any number of visitors at every point in time, food and drinks are changed very frequently to maintain the quality and freshness of the product. Moreover, meals are produced in abundance so that every guest could have a plethora of food and drinks from which they could choose.
As a result, the waste levels are extraordinarily high at the Connaught Hotel, which makes its CSR strategy somewhat questionable. From the perspective of resources management, the approach that Connaught managers utilize is far from being flawless due to the current food policy. Since the produced dishes are located in the rooms and lounge most of the time, its spoilage rates are very high at present. With the amount of food that the Connaught hotel produces, the described spoilage rates have to be curbed.
To address the problem described above, one should change the hotel policies toward the storage of food. For instance, it will be necessary to provide food only in the instances when visitors require it (Farmaki & Farmakis 2018; Mak et al. 2018; Ettinger, Grabner-Kräuter & Terlutter 2018). During the rest of the day, the dishes are to be kept in refrigerators and other storage tools that provide the necessary temperature, humidity levels, and other characteristics for extending the shelf life of food. Also, the policy concerning food preparation will need to be altered. Specifically, Connaught cooks will have to avoid creating excessive amounts of food. To reduce the waiting time until dishes are cooked, hotel managers will create opportunities for entertaining visitors that a receptionist could offer while the dishes are being cooked.
Absence of Digital Newspapers
For a company of the Connaught’s size and scale, keeping in pace with the current technological trends is critical for maintaining its success. Thus, the absence of digital news media, particularly, newspapers, affects the company significantly. Customers need access to the latest information both for entertainment and as the means of receiving information about the Connaught hotel and changes in its services. Therefore, online periodicals and newspapers are an absolute necessity at Connaught. The proposed changes can be implemented by creating an online application that will allow all visitors to browse relevant newspaper publications uninhibitedly.
One might make a very slim argument that not all guests may be interested in using electronic editions of newspapers. However, the advantages of integrating digital are far too numerous to dismiss the opportunity to integrate them into the environment of the hotel. For instance, with the creation of the described services, the Connaught hotel will provide customers with access to the readings that would otherwise demand their subscription (Chen, Murphy & Knecht 2016).
As a result, customers will enjoy a wide array of information resources that they can use for both leisure and learning. Also, digital newspapers can be used to appeal to all types of customers due to a plethora of topics that these editions cover and the information that they contain. Thus, visitors will appreciate the quality of hotel services even more.
Thus, it is strongly recommended for Connaught to focus on providing its guests with access to digital newspapers. Although being a seemingly minor addition to an already plentiful range of the hotel services, the specified change will increase the potential of the organization and improve the efficacy of its services, leading to a rise in customers’ satisfaction levels. The concept of digital mass media as a part of the hotel services is not new, yet the opportunities that it encompasses are truly ample.
Poor Corporate Governance
The issues mentioned above might seem minor and easily manageable, yet I also observed the problems that could be regarded as the source of major concern. Dents in the corporate governance model applied at the Connaught Hotel was, perhaps, the least expected and the most menacing issue that I witnessed at Connaught during my practice. Specifically, the issue regarding the mismanagement of financial processes within the organization and the further creation of misleading financial statements deserve to be discussed.
The problem regarding the mismanagement of financial statements has damaged the reputation of Connaught and had a severe impact on its economic well-being nearly putting a range of its processes to a halt. Similar instances have already been observed at Connaught, which has affected the company’s performance and blemished its reputation to a great extent (Financial Reporting Council 2016). Therefore, changes to the current corporate governance approach are needed immediately, with a set of more stringent rules for financial reporting.
Therefore, the issue of corporate governance must be addressed at Connaught immediately. The described problem affects the company at its core, undermining its values and quality standards, as well as jeopardizing the safety and security of customers. With a shift in the corporate policy to a more rigid framework for financial control and monitoring activities, one will be able to avoid further complications and increase the overall efficiency of the company.
Energy/Water Waste
Another concern that is related directly to the problem of resource management mentioned above concerns the unreasonable use of water and energy. While Connaught strives to meet the existing criteria for an environmentally sustainable business, it lacks insight into the problem of resource usage that could help it become more sustainable. On the one hand, the proposed approach is fully justified by the standards that the company upholds.
Indeed, given the fact that the Connaught hotel positions itself as a luxury service, it is to be expected of the hotel to provide its guests with excessive luxury and represent a cornucopia of food and entertainment. On the other hand, the organization also has to maintain the status of an environmentally friendly company that strives to minimize the environmental footprint that it produces. Therefore, the Connaught hotel should find a framework for allocating its energy- and water-related resources in a more sustainable way.
Creating a water management plan with frequent audits allowing one to estimate the amount of water consumed and wasted will help to control the process of managing the specified resources more effectively. When considering the factors that prevent Connaught from saving energy and water, it will be necessary to direct one to the same problem of communication. Being unaware of the exact date and time of guests’ arrival, room service managers have to keep rooms fully lit and furnished with the necessary resources, which causes the waste levels to rise.
Thus, it is strongly recommended to improve the communication framework used at Connaught (Kang et al. 2015). By reinforcing the communication framework, one will be able to ensure that rooms are prepared within a relatively short time before the guests’ arrival. Thus, the waste rates will drop immediately and Connaught will be able to become more sustainable in its resource management policy.
My Contribution to CSR at Connaught
Although my experience of working at Connaught has been comparatively short, UI has managed to add to the promotion of CST within its setting. For instance, with the focus on information management and the promotion of collaboration between staff members, I have succeeded in addressing some minor issues within the organization, such as unprepared rooms or the absence of specific services. Thus, I have made it possible for customer satisfaction rates to increase and the loyalty levels among them to rise.
It would be wrong to state that I somehow revolutionized the concept of the receptionist’s role at the Connaught hotel. Instead, I was simply performing my duties and doping my best to meet the set standards. However, I hope that the idea of information sharing and collaboration that I promoted while working t the Connaught hotel has affected the overall quality of customer service and helped to prevent admittedly rare instances of service mismanagement.
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The purpose of conducting primary research is to collect current information on the topic and address knowledge gaps identified through the literature review. This chapter outlines the philosophy upon which assumptions were made during research. The philosophy guides the process of collecting, analysing and using primary data. After defining philosophy, it is equally important to define the research strategy. It also provides a comprehensive overview of the method used in collecting and analysing primary data. When analysing the current and future development prospects of travel agents, a researcher can use different methods such as interviews, surveys, desk research, focus groups, or observation. The chapter outlines how data was collected from respondents. The chapter provides a detailed discussion of ethical considerations observed in this research.
Aim and Objectives
The aim of this paper is to conduct the current analysis of travel agents and future development prospects. As discussed in the introduction chapter of the paper, the goal of this research is to identify strengths and weaknesses of traditional travel agents, and propose ways in which they can achieve success in the current competitive business environment. Collecting primary data will help in achieving the aim. Market forces in the tourism industry are dynamic, and a concept that was valid five or ten years ago may not be relevant today because of the changes in the environment (Chishti & Barberis 2016). As such, relying on outdated information may be misleading. Data collected from participants will provide current information about the market in which travel agents in the United Kingdom operate, changes that they have had to embrace, and challenges that they are facing in the market (Pimple 2013). The primary research will make it possible to engage specific travel agent officials, especially high street travel agents who have had to redefine their operations because of the growing popularity of the online marketplace.
Research Approach
Research philosophy
When planning to conduct research, one of the first steps that one must put into consideration is the selection of an appropriate research philosophy. Bryan (2014) explains that a researcher can choose to use positivism, realism, Interpretivism, or pragmatism, as identified in figure 1 below. The appropriateness of philosophy depends on the research topic and goals that should be realised.
Fig. 1. Research onion (Penichet, Peñalver & Gallud 2013).
One of the commonly used philosophies is positivism. According to Ravens (2014), positivism holds that “knowledge can only be considered factual and trustworthy if it is gained through observation (the senses), including measurement” (p. 43). When using this philosophy, a researcher must understand that his or her role is limited to data collection, analysis, and interpretation. It was considered the most appropriate philosophy for this quantitative research. Another common philosophy is Interpretivism. It allows a researcher to integrate personal interest into the study, which is a complete opposite of the belief held by positivism (Billingsley et al. 2013). It emphasises the need to use qualitative studies to critically analyse a given phenomenon.
According to Choi, Dailey-Hebert and Estes (2016), realism is also a common philosophy, especially when conducting scientific research. It holds that reality is independent of the human mind and that the truth can only be determined based on a scientific investigation (Sharma & Shilpa 2013). Pragmatism holds the belief that a concept can only be considered true if it supports an action. It allows a researcher to take different approaches when analysing a phenomenon, but the defining factor is the ability to support an action (Jeong, Yen & Park 2014).
Research strategy
Alsos, Eide and Madsen (2014) observe that after selecting an appropriate philosophy, the next step is to identify the relevant strategy. Quantitative research will help achieve the objectives, and it also meets the assumptions made when using positivism as a research philosophy (Nestor & Schutt 2014). The most appropriate research design for the study was determined to be a survey. Aukstakalnis (2015, p. 67) explains that “researchers carry out statistical surveys with a view towards making statistical inferences about the population being studied, and such inferences depend strongly on the survey questions used.” After identifying the participants for the study, the researcher distributed questionnaires that they were requested to fill out and then send them to the e-mail address provided. Goulding, Shankar and Canniford (2013) explain that surveys are effective when planning to collect data from a relatively large population within short duration. It was necessary to gather data from as many participants as possible to facilitate inferential statistics, as Huang, Alem and Livingston (2013) observe. The time available for the academic research was limited. These constraints made it necessary to use this research technique. Information gathered from these participants can be generalised to the entire population if the sample is properly constituted (Israel et al. 2014). That was achieved by ensuring that participants selected are currently working in the travel industry.
Method
When conducting a survey, Farghaly (2018) notes that there are specific steps that must be followed to achieve the research goals. The researcher must understand that specific goals should be realised through the selected technique. In this case, the study had to facilitate a thorough analysis of travel agents, development prospects. It meant investigating the past and present trends to determine the future. The investigation had to reveal potential opportunities and threats that the firms should manage to remain operational. In this section, the focus is to discuss the methods used to collect, analyse, and interpret primary data.
Data collection
Primary data was collected using two approaches. First, the researcher identified specific individuals who are currently working in the travel industry to participate in the study. A face-to-face interview was conducted to collect data from them. The second approach involved the use of survey monkey. In both cases, questionnaires were used to collect the needed data. The researcher developed a questionnaire after conducting a preliminary review of the literature (Brennen 2013). The instrument was designed to facilitate primary data collection through a survey. The instrument had three main sections. The first part of the questionnaire focused on determining the demographical background of the respondents. When collecting information from specific individuals, Boeren (2018) observes that one should consider issues such as bias and how it may affect the response provided by an individual. For instance, a male respondent may have a view different from that of a female participant primarily because of their gender difference. A researcher can easily deal with such forms of bias when these demographical factors are properly captured (Cazeaux 2017). It may be easy to explain why a section of the respondents answered research questions in a given pattern.
The second section of the questionnaire focused on the level of experience of the participants. The knowledge and experience that an individual has over a given issue define the manner in which they respond to specific questions. Individuals who have proper knowledge of travel agency, tour, travel, and tourism industry are likely to answer specific questions differently from those junior officers with limited knowledge about the industry (Benfield 2013). The highly educated individuals are often believed to have an informed opinion over a given issue (Caillaud, Rose & Goepp 2016). As such, their responses are considered more reliable than the less educated. Similarly, participants who have experience in a given field can provide information based on events they have experienced (Blythe 2013).
In this study, it was necessary to collect data from individuals who have been working in the industry for a while hence can explain how travel agencies have experienced changes over the recent past. Capturing their experience in the questionnaire was necessary. The final section of the questionnaire focused on the investigation of the past and current trends in the travel agency industry, and future development prospects. The questionnaire had structured questions that could be coded. That was necessary to facilitate a quantitative research method. The nature of the research required quantitative analysis to effectively answer the questions and realise the objectives. A copy of this instrument is attached at the appendix of this dissertation.
It was necessary to conduct pretesting and piloting to ensure that the instrument was capable of collecting the needed data. The researcher sampled a small group of participants who were involved in the pilot study (Mihelj, Novak & Begus 2013). During this time, the researcher was primarily interested in determining the capacity of the instrument to collect the desired information and the extent to which the outcome of the study could be generalised to the entire population. The pilot study made it possible to have a preliminary view of the participants towards the issue under investigation. The questionnaire was effective in collecting the needed data, and as such, it was not necessary to change it.
Sampling was critical in this study. It is important to select a sample of participants from who data can be collected from within a relatively short time. In this study, it was important to identify individuals in the tourism industry. It was understood that some of the traditional travel agents had transformed their operations to the online platform. They also qualified to be part of the study (Comstock 2013). It was necessary to interview them to understand factors that motivated them to move from the brick-and-mortar model of operation to the online platform. They also could compare the business models and determine prospects of growth. Some of the high street travel agents are located strategically within the city of London, especially on major roads leading to Heathrow Airport. On the other hand, the online travel agents were accessible through the contacts available on their websites.
According to O’Doherty and Einsiedel (2013), travel agencies in the United Kingdom employ thousands of people. Most of these companies operate under different umbrellas while others have formed incorporated companies. The Association of British Travel Agents (ABTA) is the largest umbrella of travel agents, with a registered membership of 1981 entities as of 2015. The International Air Transport Association and Air Travel Organiser’s License (ATOL) affiliated agencies is the second largest group with 800 members, as Smith and Stewart (2014) observe. Thomas Cook and Co-op Travel Group have 711 members.
TUI Group has a membership of 593 agencies, while the smallest organisation is Got-to-Go (GTG) Travel and Tours with 206 members (Moran 2015). It is also important to note that several other travel agencies are not registered members of these associations. In each agency, the number of employees varies depending on the business model, the size of the company, and the area served. Collecting data from all the employees of these organisations was not possible given the time within which the study had to be completed. As such, a manageable sample had to be collected to be part of the study. As Nuri, Demirok and Direktör (2017) note, one factor that must be considered when selecting a sample for a study is to ensure that individuals selected effectively represent the entire population. It means that sampling should be done with an understanding of the possible variations that may exist.
The nature of the study (analysing travel agents in the United Kingdom and future development prospects) meant that the possible differences in the characteristics of the respondents did not matter in the study. The goal was to analyse the trends in this industry with the view of understanding challenges that exist, changes that take place, and development prospects. As such, simple random sampling was considered an appropriate way of selecting participants for the study. It meant that identifying the group of participants with the right information, a probability sampling technique was used to select those who helped in the collection of data. The main factor that determined those who took part in the face-to-face interviews was their availability. Those who could not be available during the time of collecting data were left out. A sample size of 50 respondents was determined to be appropriate in facilitating gathering of the needed information collection in the project through face-to-face interviews.
Undertaking the Interviews
The instrument of data collection has to be administered based on the availability of time and geographical factors, as Bernard (2013) observes. Conducting a face-to-face interview is one of the most appropriate approaches to administering a questionnaire. Al-Jadid (2013) explains that when a face-to-face interview is conducted, chances of receiving misleading answers are reduced. Respondents develop a feeling of responsibility because of the commitment of the researcher to have a physical interaction. Mertler and Reinhart (2017) also note that conducting physical interviews makes it easy to convince participants in the study.
The researcher identified the right participants and contacted them through a telephone call. They were requested to take part in the study. Those who agreed and created time for the interview were visited in their respective offices within London. With the help of the same questionnaire, data were collected from them based on their knowledge and experiences, as Bryman and Bell (2015) recommend. They were requested to remain objective when answering the questions and to base their answers strictly on knowledge and experience other than emotions and desires. The information gathered from these respondents was used in the preliminary analysis during the pilot study. The second approach of collecting data was through the use of Survey Monkey.
Analysing the Data
The primary data collected from participants had to be analysed through quantitative method. According to Lanier (2015), quantitative method research is a demanding approach to analysing primary data. It involves a statistical analysis of data. Although this approach is demanding, it provides comprehensive information about the issue under investigation (Gbadamosi 2016). Quantitative data analysis facilitated the analysis of the magnitude of the challenges that high street travel agents face as they struggle to overcome market challenges. It made it possible to determine the relationship between the variables (Craig 2013). For instance, using mathematical methods, it was possible to determine the significance of the relationship between technological advancement in the field of communication and the performance of travel agents. It made it possible to validate the need for these companies to embrace the use of technology as they try to remain relevant and overcome market challenges. Data collected from the respondents using structured questions were coded into SPSS spreadsheet and analysed. The output of the analysis was presented in charts, graphs, and tables.
Quantitative data analysis was critical in achieving research goals. It was desirable to record the interviews when conducting the face-to-face interviews. However, most of the respondents were not comfortable with the voice-recording approach, forcing the researcher to abandon it. Structured questions were used to enable the respondents to answer the questions based on their experiences and knowledge. When conducting quantitative data analysis, the focus is to present views of the respondents in a structured manner to facilitate mathematical analysis (Carvalho 2015). Their answers were analysed to determine common views about the current trends and future development prospects. In a quantitative data analysis, the responses must be uniform to facilitate mathematical data analysis (Lefebvre 2013).
According to Kurubacak and Altinpulluk (2017), using structured questions makes it possible to standardise the response using mathematical values on a Likert scale. Quantitative data analysis proved critical when defining future development prospects in this industry. The experts were able to articulate how the current companies in this industry (both the traditional and online travel agents) can take advantage of the emerging trends to ensure that they remain competitive in the market. As Choy (2014) notes, this method of analysis makes it possible to conduct statistical analysis that can be used to generalise to the entire population.
Ethics and Safety
It is critical to take into consideration ethical concerns when conducting academic research. As explained above, data was collected in two approaches, which include the use of survey monkey and face-to-face interviews. The interviews were conducted with specific employees of travel agencies in London. Choy (2014) explains that when planning to interview employees of a given firm, it is advisable to seek permission from the relevant authorities in the organisation. As such, the researcher made a formal request to the management of the selected travel agencies within the city. The primary goal of the research and reasons why their organisations were selected were explained to the managers. After getting the permission from the administrators, it was critical to convince the participants to be part of the study. According to Kitche and Ball (2014), it is important to select participants without using coercion. The identified respondents were informed that their participation in the data collection process was voluntary, and that if they wanted to withdraw at any time, they had the liberty to do so without any prejudice.
Choy (2014) observes that protecting the identity of the respondents is part of ethical requirements that a researcher should observe. Sometimes an individual may be subjected to verbal or even physical abuse when they have radically different views from that of the majority on a controversial topic (Craig 2013). The participants were assigned coded identifications to conceal their identity. As academic research, it was also critical to observe rules and regulations set by the school. The researcher avoided plagiarism. Information obtained from secondary sources was correctly referenced according to the Harvard referencing style. An effort was made to ensure that the final document is delivered within the right time as set in the timetable.
Summary
This chapter provides a detailed explanation of the method that was used to gather, analyse, and present primary data collected from sampled respondents. The chapter provides the purpose and justification for primary research. Various techniques can be used for data collection. However, a survey was considered the most appropriate technique. The number of respondents who had to take part in the study, the time available to obtain data, the availability of the respondents, and the physical distance made it necessary to use this technique. A questionnaire was used to facilitate data collection from respondents. Once data was collected, the researcher conducted a quantitative method analysis to achieve the research goal and objectives. Quantitative data analysis provided information about the relationship of various variables in the study. The outcome of that analysis was presented in tables and graphs. The approach enabled the researcher to understand the current trends in the industry and future developmental prospects. It was possible to highlight ways in which companies in this industry can manage emerging market forces to remain competitive in the market.
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Majumdar, Anne. Christchurch reels as AirAsia X-axes route
This article gives a brief explanation as to why AirAsia X has decided to suspend its services to Christchurch and the effects this decision has had on the tourism industry in this region. Officials at the South Island tourism body are frustrated by the fact that the airline flew in 25,000 tourists from South East Asia last year and the tourism industry in the affected area was enjoying significant growth in its tourist influx from South East Asia during the 2011/12 financial year.
Besides, the decision has come at a bad time since the tourism body in the South Island tourism region had just decided to market this region to Malaysia. However, the chief executive Mr. Tim Hunter stated that the tourism body would continue marketing this potential tourist hub in South East Asia and China to boost tourism to this region. AirAsia X cited the increased cost of Jet fuel as the main reason for suspending its flights to the South Islands.
This article relates to travel in the sense that it highlights various factors that affect air travel on a given route. In this article, the author has given a detailed and concise description of the problem, its effect on the affected tourism industry, and the proposed solution to the problem. While the tourism industry in the South Islands may have hit a snag, I believe that AirAsia X’s decision to suspend its flights to this region is justified. The current fuel crisis is a great challenge to the tourism industry globally. As such, service providers have to make such a tough decision to survive these turbulent times and remain profitable.
Jones, Stephen. IATA in talks over Air Australia funds
This article gives the reader a precise update on the issue surrounding the funds the International Air Transportation Association (IATA) is holding for flight sectors that were not flown by Air Australia. According to the article, there are ongoing debates on whether the funds should be refunded to travel agents and wholesalers who endured great financial losses as a result of the collapse of Air Australia courier or forwarded to the administrators handling the issue. According to the author of the article, and IATA spokesman stated that deliberations regarding the funds were ongoing between the administration and the International Air Transportation Association.
This article relates to travel in the sense that it highlights some of the risks travel agencies are exposed to in case service providers fail to meet their responsibilities to their clients. Also, it highlights the managerial challenges faced by the transport association as they try to solve various issues in an ethical-legal, and fair manner. The IATA has to make sound judgments regarding this issue because it not only affects the stakeholders, but also the reputation of the association on a global scale. In this case, I think that the money should be refunded to travel agencies affected by the collapse.
This is attributed to the fact that they did their part and they are accountable to their clients who were disappointed or incurred losses as a result of this untimely collapse. Air Australia’s collapse was a result of its inadequacies (managerial and financial), and other companies offering supplementary services should not be punished for such mistakes. Air Australia should take responsibility for their actions and accept the losses associated with their mistakes.
Taylor, Ian. Rolls Royce warns of ‘limited options’ on aircraft biofuel
This article sets out to give a detailed account of a speech given by a senior specialist regarding the possibility of biofuels acting as alternative fuel sources for the flying industry. According to the specialist, the aviation industry is facing numerous challenges in its attempt to find an economic, safe, and adequate alternative source of fuel for flying. However, the specialist disregarded the speculations that there were plans of switching from kerosene to biofuel as the primary source of fuel for aircraft.
According to the specialists, some factors should be considered for a fuel source to fully meet the standards set for jet fuel. They include high-energy-density, specific temperature tolerance, similar characteristics to kerosene, slightly flammable, and available in large quantities. As yet, biofuels cannot meet these specifications. However, the specialist stated that the cost of production is not an issue since airlines can compensate for their fuel costs by improving their efficiency levels.
The travel industry is always looking for cheaper and efficient methods of transacting business. This article addresses this issue by highlighting the need for alternative fuel in the airline industry. Besides, it shows how speculations can be dangerous in the travel industry. The information provided in the article shows that the aviation industry is nowhere near developing an alternative fuel source from biofuel. However, speculations are stating otherwise.
Indeed, speculations can be dangerous in the travel industry. I feel like such speculations should be backed by evidence to avoid serious repercussions. Also, I believe that with patience and efficient research, specialists will eventually develop an alternative and safer fuel source for the airline industry. However, they should not rush the process but do it efficiently to avoid mistakes that may cause serious losses.
travel weekly. Costa Concordia a ‘total write-off’, says Carnival
This article gives the reader details regarding the decision made by Carnival Corporation to write-off Costa Concordia, which after the careful evaluation was deemed as a total loss. According to the article, the incident in which the cruise ship had an accident off Giglio Island had serious repercussions on the financial and unquestionable reputation Carnival Corporation had gained over its 60 years of providing quality and safe services.
The article gives a detailed analysis of the implications this incident had on the corporation. It provides information about the losses the corporation has experienced financially and in terms of booking volumes. However, the Chief executive of Carnival Corporation reassures investors and customers that the corporation is undergoing series of safety and prevention audits and investigations to determine the cause of the problem and ensure that such incidences do not happen in the future.
Besides, he gives a convincing projection that indicates that the corporation is already regaining its former glory and that it is in the process of repairing its tarnished reputation. He states that the corporation’s other brands are doing well and there are plans to expand its fleet by procuring three additional ships during the second quarter of the corporation’s fiscal year.
This article shows the public relation strategies used by travel agencies to restore the confidence of their clients and stakeholders after a disaster affects their vessels. In this article, the chief executive of Carnival Corporation has effectively marketed his corporation despite the two incidences that affected people’s confidence and perception regarding the corporation. While the article portrays Carnival Corporation as an apologetic and affected entity, I believe that it should publicly admit that it failed in ensuring the safety of its clients. In the recent past, various large corporations have risked the lives of people by providing substandard services. Such companies should be held accountable to ensure that such incidences do not happen in the future.
Travel trade (NZ). Orion sets sail with a new calendar
In this article, the author seeks to inform the reader about the release of the 2013 calendar of sailing itineraries by Orion Expedition Cruises. The article gives a detailed description of the activities that are included in this itinerary, the duration that the cruise will take, and the destination that will be visited during the cruise. The author effectively markets this voyage by using imagery to describe the scenes that will be visited and the expected experience clients will have during the voyage.
Besides, the author describes the vessel and gives it a unique image characterized by quality and efficiency. On the same note, the author also markets the vessel (Orion) by stating that the services offered within the ship are of good quality and that these services have been rated exceptionally high by the clients who have had a chance to cruise in it. Finally, the author informs the readers of an ongoing cruise and assures them that they will be informed of new events as they happen.
This article highlights the marketing strategies used by various travel agencies to boost their reputation, booking volumes, and consumer loyalty. The author of this article has successfully marketed Orion’s 2013 cruise.
This has been achieved by availing detailed descriptions of the voyage, benefits clients will get from the cruise and the competitive advantage this cruise line has over its rivals. In my point of view, the author has done a great job in marketing this cruise. In the travel industry, marketing plays a pivotal role in ensuring that a travel agency has a competitive edge over its competitors, and remains profitable. The author has achieved this aim by providing concise information on the cruise.
Deshmukh, Ujwal. Vacation Spots in the United States (US)
This article sets out to give a detailed description of various holiday spots that tourists may visit in different cities across the United States. The author starts by describing the layout of American cities and how their locations provide a variety of special features that can be enjoyed by all regardless of age, gender, or financial status. Subsequently, he states that cities in the US offer the best holiday experience to diverse tourists.
The unique selling point of this article is that the author gives the readers information about different cities. In his description, the author tells the reader about the various tourist attractions that can be found in each city. Also, he sheds some light on the available accommodation arrangements, names of places worth visiting, and the expected experience a tourist is bound to have in each city.
This article relates to travel in the sense that it seeks to market various tourist destinations in American cities. By reading this article, potential tourists planning to visit one of these cities are well informed and as a result, they have a vague idea of what to expect and how to navigate within these cities. This article, therefore, covers important tourism marketing aspects such as informing the target market and market base expansion.
By reading this article, readers can make informed decisions depending on their preferred destination and financial status. The author has successfully managed to inform the client about various tourist destinations in different American cities in a detailed yet concise manner. I feel as though he would have gone the extra mile and explore issues regarding the cost of visiting these cities. In most cases, tourists are more concerned about the value of money rather than the destination.
Works Cited
Deshmukh, Ujwal. Vacation Spots in the United States (US). 2012. Web.
Jones, Stephen. IATA in talks over Air Australia funds. 2012. Web.
Majumdar, Anne. Christchurch reels as AirAsia X axes route. 2012. Web.
Taylor, Ian. Rolls Royce warns of ‘limited options’ on aircraft biofuel. 2012. Web.
traveltrade (NZ). Orion sets sail with new calendar. 2012. Web.
travelweekly. Costa Concordia a ‘total write-off’, says Carnival. 2012. Web.
There are trends that affect the performance of organizations in the hospitality industry. These include socio-cultural, economic, political and technological factors. Socio-cultural factors, such as religion, culture, dietary consumptions, among others have significant impacts on the industry. Some cultural groups have strict living styles. Some factors, such as population growth and social mobility, have a great influence on the success of organizations in the industry.
There are certain economic factors which affect the hospitality industry (Enz, 2009). The recent economic slowdown and high cost of living are the examples of these economic factors influencing the hospitality industry. The income level of the population also determines the success of the industry. The position of the economy usually determines the responsiveness of the industry in different parts of the world. The political environment affects the nature and success of the hospitality industry. The stability of the government determines the success of businesses. The government offers taxes and laws that affect these businesses (Enz, 2009).
There are policies implemented by the government which determine the nature of businesses in the society. The issue of technology is critical when it comes to business performance. The current technological developments continue providing new opportunities for businesses and organizations in the market. Customers can now place their orders online instead of visiting the facilities. This has improved the performance of the hospitality industry. New technologies allow modern managerial strategies to improve the performance of the industry. From the discussion, it is notable that there are certain changes seen in the industry. Positive consumer behaviors and adoption of modern technologies help businesses deliver good services to the customers.
Reference
Enz, C. (2009). Hospitality Strategic Management Concepts and Cases. New York: Wiley.
Current Workplace Planning: Analysis and Evaluation
Even though the Golden Sands Hotel owes most of its charm to the specific air of the long-forgotten past and the emphasis on the quaint style, its old-fashioned flair is the element that keeps the hotel several steps away from progress. Also, the idea of using the traditional old-fashioned style outdated even when the hotel was a thing in itself; now that the hotel is a part of a grand hotel chain, it needs considerable rearrangement, which means that certain elements of style should be sacrifices for the sake of the hotel business development.
Among the elements which require changes badly, the staff takes the first place. Most of the personnel being quite devoted to the previous style of the hotel and unwilling to change the pace of their work, yet possessing the valuable experience, pose a certain dilemma to the HR department. Thus, it will be most appropriate to give the old staff a chance and explain to them the benefits of the new hotel style. Unless more orthodox staff realizes these benefits, younger and more progressive employees should be recruited.
Further HR Actions: Recruitment and Retention
Since the “old-fashioned” personnel who are unwilling to see the hotel changed and work in the different environment are extremely experienced and are the kind of professionals which the hotel needs at present, it could be a reasonable step to offer the given staff different positions, where they will not feel the change in the hotel management and yet be able to perform the functions similar to the ones they have been performing. Another idea concerning the experienced staff can be training the new employees who have yet not acquired the necessary skills.
However, in the case the given strategy will prove insufficient, which can be observed in a month or two, the strategy towards the staff must be changed completely, and the people who are no longer able to adapt to the hotel-style will have to be dismissed and younger employees will have to be recruited instead.
As for the staff recruitment, one must mention that it is required that the newcomers have enough experience in the given field and that they know that the hotel management is no longer based on the old traditions, but has changed completely.
Concerning the Relationships: Bringing the Incompatible Together
Because of the changes which the hotel will undergo and especially because of the dismissals of the elder staff, certain conflicts might spawn, and the key aim of the HR department apart from providing the enterprise with the experienced and professional staff will be to maintain good relationships with the staff and the managerial. Thus, the most appropriate strategy in the given case will be to make it clear from the very beginning that the HR department strives for what is best for the company and its further growth. Thus, the personal element in the relationships between the HR, the employees, and the employers are most likely to be driven to zero.
As for the enhancement of the relationships, it can be suggested that each department should have more connection to another one. For instance, giving all departments a single task (e.g., working on the slogan for the facility) and further discussion of the ideas can serve as a bond between the staff, the HR department, and the management.
